The Assessment Company Profiles International PI Title Slide Kestly Development is an authorized “Strategic Business Partn...
Over  700 Local Offices (Kestly Development is a local office) 40,000 Clients 100 Countries 700 Offices
Companies Face Two Types of Problems… Kestly Development with Profiles International focuses only on “people problems.” PI...
Motivate Employees Identify Reliable People Minimize Workplace Theft Succession Planning Hire The Right People Increase Sa...
. ‘ Superior  Producers’ Top 16% ‘ Non Producers’ Bottom 16% ‘ Average Producers’ 68% Typical distribution of employees in...
. ‘ Superior  Producers’ Top 16% ‘ Non Producers’ Bottom 16% ‘ Average Producers’ 68% Your goal should be to hire only “Su...
Why does this happen? You hire or promote someone that disappoints you?
Resumes as fish stories A   majority   of applicants stretch the truth on resumes! <ul><li>More than half, 55%, lied about...
“ Frightening Statistic” “ 63% of all hiring decisions are made during the first 4.3 minutes of an interview.” SHRM Study,...
How we can help you make… <ul><li>Better hiring decisions </li></ul><ul><li>Better promotion decisions </li></ul><ul><li>R...
Revising Your Hiring  and Promoting System <ul><li>2 Steps </li></ul>
PXT Logo
What Profile XT Measures <ul><li>Can the person do the job?   (“ Learning” Index ) </li></ul><ul><li>How will the person d...
The JobMatch ™  Pattern <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show re...
A Profile XT Good Match
A Profile XT Poor Match What would this person like to do…want to do?
Use All of Your Resources Sources: Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F....
Profile XT Benefits <ul><li>Put the right salespeople in the right sales jobs </li></ul><ul><li>Better hiring decisions </...
Salesperson Job Analysis Study <ul><li>Job Description Analysis   A comprehensive analysis describing the functional requi...
Here’s what the U.S. Department of Labor says about assessments <ul><li>Employment tests can be used to gather accurate  i...
<ul><li>Streamline Your Hiring Process with an Online Applicant Tracking System that Saves Time & Money </li></ul><ul><li>...
Your Custom Careers Website <ul><li>More Applicants! And more Qualified Candidates! </li></ul><ul><li>Powerful Tracking! <...
Revising Your Hiring  and Promoting System <ul><li>2 Steps </li></ul>
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Strategic Hiring = Job Match

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This presentation reviews the best ways to hire and promote using a couple of tools that save time and money. ROI analysis available.

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  • PI Screen
  • 700 Local Offices
  • 2 Types of Problems
  • 8 Problems – Choose 3
  • If you disliked math as much as I did then you’ll probably recoil in horror when you recognize this shape as a stylised Population Distribution Bell Curve . But don’t worry, I’m not going to get technical or mathematical here. What they found was that for every job they reviewed there were people who consistently outperformed the majority of their peers in the same position. They referred to these as ‘superior’ performers and found that about 16% of the people in any job fell into this category. At the other end of the spectrum they found the ‘non-producers, who consistently produced much less than the majority of their peers in the job ; again they found that about 16% of the people in any job fell into this category. Finally, they found that the vast majority of people produced at a level somewhere in between these two extremes – they were ‘average performers’ – neither so bad or so good as to attract any specific attention So what? Well, their findings become very interesting when you look at the differences between the level of output from each of these categories of workers &lt;CLICK&gt;
  • If you disliked math as much as I did then you’ll probably recoil in horror when you recognize this shape as a stylised Population Distribution Bell Curve . But don’t worry, I’m not going to get technical or mathematical here. What they found was that for every job they reviewed there were people who consistently outperformed the majority of their peers in the same position. They referred to these as ‘superior’ performers and found that about 16% of the people in any job fell into this category. At the other end of the spectrum they found the ‘non-producers, who consistently produced much less than the majority of their peers in the job ; again they found that about 16% of the people in any job fell into this category. Finally, they found that the vast majority of people produced at a level somewhere in between these two extremes – they were ‘average performers’ – neither so bad or so good as to attract any specific attention So what? Well, their findings become very interesting when you look at the differences between the level of output from each of these categories of workers &lt;CLICK&gt;
  • Resumes as fish stories
  • Although no one ever makes a conscious decision to hire or promote a non-performer, we know that it happens, more than we might care to admit. Part of the reason for that failure may be found in this - According to The Society of Human Resource Professionals, as reported in USA Today, “63% of all hiring decisions are made in the first 4.3 minutes of an interview.” That is not to say that you make the offer within five minutes. Rather, it means we frequently make up our minds that quickly, and then we use the rest of the selection process to sort of validate what we have already decided. This leads to incorrect hiring decisions.
  • PXT Benefits
  • PXT Logo PXT Logo
  • The Profile is a three-part assessment. It compares individuals to customized Job Match patterns in order to predict Job Success by assessing Thinking Style, Occupational Interests, and Behavioral Traits.  
  • This is an example of a Job Match Pattern.   The shaded areas indicate the pattern you want your job candidates to match.   These patterns are always customized to fit the jobs in your company because they are based on the qualities and characteristics of the people who are your best employees. The pattern is a composite of the shared characteristics of the people who are the best performers in this particular job.   By hiring people who have comparable characteristics, you bring people into your organization that are just like the people who perform the best for you. This is Job Match, and it is your best method for predicting Job Success.
  • For example, this graph represents good Job Match.   The shaded areas are the Job Match Pattern, and the numbers are the applicant’s scores.   The numbers within the shaded areas indicate Job Match.   You can tell at a glance whether or not a job candidate is like your best employees.   Do you see how easy it is to use The Profile ?
  • Let’s look at an example of a poor match.   Remember that the shaded areas are the Job Match Pattern, and the numbers are the individual’s scores.   As you can see, the individual’s scores do not match the shaded area (the pattern). This represents a poor match.
  • Use all of your resources
  • PXT Benefits
  • PXT Study – and cost
  • DOL Says
  • Strategic Hiring = Job Match

    1. 1. The Assessment Company Profiles International PI Title Slide Kestly Development is an authorized “Strategic Business Partner” with Profiles International
    2. 2. Over 700 Local Offices (Kestly Development is a local office) 40,000 Clients 100 Countries 700 Offices
    3. 3. Companies Face Two Types of Problems… Kestly Development with Profiles International focuses only on “people problems.” PI Title Slide2 types of problems People Problems System Problems
    4. 4. Motivate Employees Identify Reliable People Minimize Workplace Theft Succession Planning Hire The Right People Increase Sales Reduce Turnover Make Managers More Effective 8 types of problems
    5. 5. . ‘ Superior Producers’ Top 16% ‘ Non Producers’ Bottom 16% ‘ Average Producers’ 68% Typical distribution of employees in most organizations
    6. 6. . ‘ Superior Producers’ Top 16% ‘ Non Producers’ Bottom 16% ‘ Average Producers’ 68% Your goal should be to hire only “Superior Producers” or move current employees up one category!
    7. 7. Why does this happen? You hire or promote someone that disappoints you?
    8. 8. Resumes as fish stories A majority of applicants stretch the truth on resumes! <ul><li>More than half, 55%, lied about length of past em pl oyment. </li></ul><ul><li>Past salaries, 52% </li></ul><ul><li>criminal records, 45% </li></ul><ul><li>former job titles, 44% </li></ul><ul><li>former employers, 34% </li></ul><ul><li>driving records, 33% </li></ul><ul><li>degrees, 28% </li></ul><ul><li>credit, 24% </li></ul><ul><li>schools attended, 22%. </li></ul><ul><li>Some 15% percent falsify their social security numbers! </li></ul><ul><li>(SHRM Study) </li></ul>
    9. 9. “ Frightening Statistic” “ 63% of all hiring decisions are made during the first 4.3 minutes of an interview.” SHRM Study, reported in USA Today How good can your information be?
    10. 10. How we can help you make… <ul><li>Better hiring decisions </li></ul><ul><li>Better promotion decisions </li></ul><ul><li>Reduce turnover </li></ul><ul><li>Put the right people in the right jobs </li></ul><ul><li>Increase sales and productivity </li></ul><ul><li>More effective training programs </li></ul><ul><li>Increase the quantity of candidates </li></ul><ul><li>Reduce people problems </li></ul><ul><li>Increased organization profit </li></ul>
    11. 11. Revising Your Hiring and Promoting System <ul><li>2 Steps </li></ul>
    12. 12. PXT Logo
    13. 13. What Profile XT Measures <ul><li>Can the person do the job? (“ Learning” Index ) </li></ul><ul><li>How will the person do the job? ( Behavorial Traits ) </li></ul><ul><li>Will the person want to do the job? ( Occupational Interests ) </li></ul>
    14. 14. The JobMatch ™ Pattern <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show requirements for the jobs in your organization </li></ul>
    15. 15. A Profile XT Good Match
    16. 16. A Profile XT Poor Match What would this person like to do…want to do?
    17. 17. Use All of Your Resources Sources: Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business. 14% 26% 38% 54% 66% 75% Interview Reference Checking Personality Testing Abilities Testing Interests Testing Job Matching
    18. 18. Profile XT Benefits <ul><li>Put the right salespeople in the right sales jobs </li></ul><ul><li>Better hiring decisions </li></ul><ul><li>Better promotion decisions </li></ul><ul><li>Better management decisions </li></ul><ul><li>Reduce turnover </li></ul><ul><li>Increase sales and productivity </li></ul><ul><li>More effective training </li></ul><ul><li>Reduce people problems </li></ul>
    19. 19. Salesperson Job Analysis Study <ul><li>Job Description Analysis A comprehensive analysis describing the functional requirements and performance measurements of the job. </li></ul><ul><li>Job Match Pattern Your pattern created from the shared characteristics of your top performers. </li></ul><ul><li>Recommendations to Improve Productivity Coaching reports complete with recommendations for performance improvement on all participants. </li></ul><ul><li>Participant Feedback Reports All study participants receive personalized feedback for professional development. </li></ul><ul><li>Understanding & Implementing Training Training designed to maximize the Profile XT data which allows managers to be more effective with the people they manage, supervise and train </li></ul><ul><li>Summary of Benefits & ROI Potential </li></ul><ul><li>Executive review of “Study” </li></ul><ul><li>2-Hour Sales Training for all salespeople </li></ul><ul><li>“ “ Socratic Selling” training session and more based on your needs </li></ul><ul><li>KestlyDevelopment.com (734) 483-6453 </li></ul>Small Cost Involved
    20. 20. Here’s what the U.S. Department of Labor says about assessments <ul><li>Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs . </li></ul><ul><li>Tests can be used to predict employee and applicant job performance . </li></ul><ul><li>Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions . </li></ul>DOL Says…
    21. 21. <ul><li>Streamline Your Hiring Process with an Online Applicant Tracking System that Saves Time & Money </li></ul><ul><li>Fast, Simple , & Effective Hiring! </li></ul><ul><li>iApplicants ™ provides you with an Application Management System designed for companies with 20 to 2000+ employees. Simple , yet it has a combination of options for smaller, or mid-sized organizations with multiple locations. </li></ul>
    22. 22. Your Custom Careers Website <ul><li>More Applicants! And more Qualified Candidates! </li></ul><ul><li>Powerful Tracking! </li></ul><ul><ul><li>Source Tracking </li></ul></ul><ul><ul><li>Status Tracking </li></ul></ul><ul><ul><li>Compliance Tracking </li></ul></ul><ul><ul><li>EEOC, Affirmative Action, and other Federal and State reporting requirements </li></ul></ul><ul><ul><li>Cost = $100/month depending on the size of the organization </li></ul></ul>
    23. 23. Revising Your Hiring and Promoting System <ul><li>2 Steps </li></ul>

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