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Guide to Organizational Wellness in Healthcare

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Top performing healthcare organizations pay close attention to the people challenges that directly impact safety levels, quality of care and patient satisfaction. PI Worldwide’s behavioral assessment …

Top performing healthcare organizations pay close attention to the people challenges that directly impact safety levels, quality of care and patient satisfaction. PI Worldwide’s behavioral assessment tool Predictive Index® (PI®), identifies people’s natural motivations and workplace drives. This data-driven insight ensures you have the right people in the right jobs, in the right departments, working for managers that understand how to keep your employees motivated and engaged, all pointing to strong retention levels and productivity.

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  • 1. Guid to Or de rganiza ational Wellness ein He ealthcar re 1 Laurel Av 16 venue W Wellesley Hill Massachu ls, usetts 02481--7532 Telephone: +1 781 235 8872 l-Free in US 800 832 8884 Toll SA: Fax: +1 781 235 0959 www.p piworldwidee.com
  • 2. Guide to Organizational WellnessTable of Contents3 | Healthcare Whitepaper: Meeting Healthcare Challenges with the Science of the Predictive Index®11 | Case Study: Thunder Bay Regional Health Sciences Centre12 | Case Study: Blood Centers of America, Inc.14 | Predictive Index Validity Study Spotlight: The Healthcare Industry
  • 3. Meeting Healthcare Challenges with the Science of the Predictive Index® Todd Harris, Ph.D.People Smart. Results Driven.® Director of Research Healthcare Challenges in 2010 and Beyond It is projected that overall healthcare spending as a percentage of the gross domestic product in the U.S. could exceed 20% in the next 10 years. While the baby-boomer generation is poised to consume more healthcare services than any other in history, one of the biggest challenges facing the healthcare industry today is the need for quality, high-skilled talent, especially physicians and nurses. Another challenge is the lack of advancement opportunities and excessive job stress which have led to high turnover in the field. A recent study by VHA, the national healthcare network, cited that hospitals with lower turnover experienced a lower adjusted mortality index than those with turnover rates of more than 12%. The same research indicated that length of stay coincided with employee turnover. The lower the turnover, the lower the hospital stay- yielding many benefits in clinical quality and financial results. In a 2010 HealthLeaders Media Survey, CEOs listed quality/patient safety, physician/nurse recruitment and retention, and employee satisfaction/development as their top organizational priorities for the next three years. Additional results include: Priority Priority Priority Total 2010 2010 2009 2009 1 2 3 Selected Percent Rank Percent Rank Selected Selected Quality Patient Safety 65 44 34 143 39.50% 1 69% 1 Physician recruitment & 49 51 28 128 35.36% 2 43% 2 retention Nurse/Staff recruitment 1 10 8 19 5.25% 17 12% 9 & retention Employee satisfaction 5 13 28 46 12.71% 9 10% 12 It is critical for healthcare organizations to create a work environment focused on strong job/department fit, as well as improved retention and employee satisfaction in order to deliver the highest quality patient care. Behavioral or personality assessments help companies realize the full potential of their staff by offering an understanding of what motivates their people. As practical, reliable indicators of workplace behavior, validated assessments are regularly used to: n Improve hiring/selection n Enable more successful job placement n Further develop existing employees n Reduce turnover n Enhance listening and communication skills 1
  • 4. PI Worldwide White Paper: Meeting Healthcare Challenges with the Science of the PI®The information provided by assessments is used to create strong job alignment,understand how to overcome differences in work styles and enhance teamperformance by having people in place who complement each other. Assessmentshelp identify employees work and learning styles, giving managers the data tounderstand the drives and behaviors of their key employees and how to capitalize ontheir individual strengths for top productivity and morale. Used in a healthcare setting,behavioral assessments can help with the strategic alignment of the business –by placing administrators, professionals, technicians and aides into positions thatnaturally reward their needs, both the organization and its patients will benefit.The Predictive Index® (PI®), a behavioral assessment tool developed by PIWorldwide®, offers a unique understanding of the individual needs and drives thatimpact people’s performance. The Predictive Index is supported by more than 450validity studies.Predictive Index in PracticeThree PI Worldwide healthcare client case studies are highlighted below. Theclients utilize the insight provided by PI to: identify high potential talent for strongjob fit, improve team performance, retain their most- skilled talent and fosterbetter communication within their organizations.MBK Senior Living – Job Alignment and Team Performance A leader in the assisted living industry, MBK Senior Living has been named one of the “Best Places to Work in Healthcare in 2009” by Modern Healthcare Magazine. This designation validates their progress in creating a workplace of truly committed employees dedicated to serving their clients. Terry Howard, CEO, explains the role of the Predictive Index (PI) in their workplace: “It’s imperative for my organization to have the right people in the right jobs. Using PI, we can ensure that employees are aligned with a job that best fits their behavioral style. Our company’s turnover, since implementing PI, has gone from 70% to 39%, which is exceptional for our industry.” PI is a critical tool in understanding individual work styles, as well as building and coaching teams to work effectively with each other. Managers at MBK use PI to examine their team’s PI profiles to identify the different communication styles that may complement or conflict with each other. This insight builds more effective teams and leads to greater job satisfaction and retention.To read the full testimonial visit www.piworldwide.com.Genesis Rehabilitation Services –Creating Strong Job Fit to Leverage Critical Roles Genesis Rehabilitation Services, a division of Genesis Healthcare, is one of the largest long-term care rehabilitation organizations in the United States. With $500 million in revenue, Genesis Rehab employs 8,000 therapists and serves more than 850 locations in 23 states, including nursing centers, assisted living facilities, hospitals, home health companies and outpatient clinics. Genesis is both patient-centered and employee-focused, with a commitment to clinical excellence and staff development. 2
  • 5. PI Worldwide White Paper: Meeting Healthcare Challenges with the Science of the PI® The company knew the impact that having the right people in the right jobs would have on their productivity and team performance. To stabilize its workforce, Genesis Rehab applied the insight it gained from the PredictiveImpact of Using Behavioral Index (PI) to ensure employees were aligned with job opportunities that best fitAssessments in Recruiting: their behavioral style. For example, the role of therapist is the most critical for client care and one of the most difficult to staff and retain properly. Genesis“ Organizations using behavioral assessments in the recruitment process implemented PI to develop a more selective screening process by profiling their top performers and using that insight for better selection, identifying high experienced nearly twice potential talent and uncovering those candidates who would be a good fit for the improvement in the the work culture. Managers were able to gain a better understanding of the voluntary turnover rate. ”Source: Aberdeen Group, Aug. 2009 motivations and drives of the therapist and used the information for growing and retaining the company’s workforce as well as developing cohesive and effective work teams. “The company’s turnover rate is lower than ever, having dropped from 32% to 8% since PI’s implementation. We want to do the utmost to keep our employees engaged and motivated in their roles by creating a strong corporate culture that emphasizes mutual respect and open communication.” Dan Hirschfeld, CEO To read the full case study visit www.piworldwide.com. Bloomington Hospital – Effective Communication Improves Performance and Motivation Bloomington Hospital provides comprehensive, high quality, cost—effective and caring services to the people of south central Indiana. With over 3,000 employees supporting dozens of outpatient locations, two hospitals and five physician practices- the foundation of their success is their people. The hospital implemented the Predictive Index (PI) to help with several initiatives including job fit, team building and performance. Bruce Wade, Director of HR shares an example of PI’s impact on the hospital’s management team: “The biggest paradigm shift that I’ve found in using the Predictive Index with managers is they have to adjust their management style to motivate their staff. The adjustment is especially difficult for new managers. They realize that they can’t motivate their people by having one mode in which to operate on a daily basis. They have to adjust their behavior given the different individual work styles.” PI is also the foundation to resolve conflicts with team members. Managers share the PIs of co-workers who may develop a conflict due to their communication or work style. The insight from the PIs helps the individuals better understand and respect their differences, allowing for effective dialog and strategies to adjust their behavior to create a positive work environment. To read the full case study visit www.piworldwide.com. 3
  • 6. PI Worldwide White Paper: Measuring Behavior to Improve Sales Performance The Science of the Predictive Index PI Worldwide remains dedicated to conducting research that ensures that the Predictive Index (PI) is work-related, free of bias, valid and reliable. Clients around the world have confidence in the Predictive Index not only because of its repeatable accuracy, but also for its scientific and research-based foundation: PI Worldwide has an extensive library of over 450 job validity studies covering multiple jobs, industries and countries which document the instrument’s validity and usefulness in the business world. The objectives of the studies are: 1. To determine the Factors (personality traits) measured by the Predictive Index that relate most significantly to higher and lower levels of jobA performance. ccording to a recent 2. To develop evidence of the validity of the Predictive Index in this job Aberdeen Group Study classification using the criterion-related validation procedures prescribed“the top pressure driving for this purpose by the Equal Employment Opportunity Commissiontalent management efforts (EEOC) guidelines.in healthcare is the overallshortfall in qualified The Predictive Index is made up of four primary and two resultant factors:candidates leading tounacceptable job vacancy 1. Factor A - DOMINANCE: The degree to which an individual seeks torates−cited by 64% of control his or her environment. Individuals who score high on thisrespondents.” dimension are independent, assertive and self-confident. Individuals who score low on this dimension are agreeable, cooperative andSource: Aberdeen Group, Oct. 2009.(Talent Management in Healthcare) accommodating. 2. Factor B - EXTRAVERSION: The degree to which an individual seeks social interaction with other people. Individuals who score high on this dimension are outgoing, persuasive and socially-poised. Individuals who score low on this dimension are serious, introspective and task-oriented. 3. Factor C - PATIENCE: The degree to which an individual seeks consistency and stability in his or her environment. Individuals who score high on this dimension are patient, consistent and deliberate. Individuals who score low on this dimension are fast-paced, urgent and intense. 4. Factor D - FORMALITY: The degree to which an individual seeks to conform to formal rules and structure. Individuals who score high on this dimension are organized, precise and self-disciplined. Individuals who score low on this dimension are informal, casual and uninhibited. 5. Factor M is a measure of a person’s stamina. 6. Factor E measures the extent to which the individual is either subjective or objective in his or her judgments and decision-making. These factors are investigated within the context of three elements: the Self, the Self-Concept, and the Synthesis. The Self is a measure of an individual’s basic pattern of drives and behavior—a measure of those drives that are most motivating and those behaviors that are most natural for that individual. 4
  • 7. PI Worldwide White Paper: Measuring Behavior to Improve Sales PerformanceThe Self-Concept measures the environmental expectations or demands that aperson feels, which may or may not fit with his or her natural tendencies.The Synthesis, a mathematical combination of the Self and Self-Concept scores,is designed to measure how that person is actually behaving in the currentenvironment.The Predictive Index was developed and validated in compliance with EqualEmployment Opportunity Commission (EEOC) Guidelines, as well as theprofessional standards established by the American Psychological Association(APA) and the Society of Industrial & Organizational Psychology (SIOP).Predictive Index in Practice for HealthcareBelow are the findings of two recent healthcare validity studies conducted by ToddHarris, Ph.D., Director of Research for PI Worldwide.This Healthcare client is a leading provider of home health nursing, rehabilitationand personal care services. This statistical analysis is based upon PredictiveIndex patterns and performance information supplied by the client company for66 sales representatives.Study Number 1:Findings:Statistically significant connections between the Predictive Index and each of thefour sales representative job performance metrics were observed: n PI and Retention: Longer tenure in the sales representative position for this company was associated with comparably higher D Factors (more precision, caution and attention to detail), comparably lower M Factors and comparably higher E Factors (a more objective approach to infor- mation-processing/decision making). This study indicated that longer- tenured sales representatives actually had comparably lower M Scores. n PI and Admissions Percentage: Sales representatives with superior ad- missions percentage performance had higher Self D Factors and higher Self C Factors, although these C Factors tended to still be somewhat lower than the Norm. n PI and Percentage of Months Meeting Sales Budget Expectations: Top- performers as measured by this particular metric primarily had lower Self B Factors, (a more analytical, task-oriented and matter-of-fact style). A comparably higher Self C Factor was also beneficial for performance on this metric. n PI and Percentage of Months Meeting Sales Budget Targets: The PI-job performance trends observed for this metric were lower B and higher D Factors. In addition to these findings, a comparably higher E Factor (more objective) and comparably lower A Factor (more team-oriented) were also critical drivers of better job performance. 5
  • 8. PI Worldwide White Paper: Measuring Behavior to Improve Sales PerformanceRecommended PI Pattern:The following pattern illustrates the Factors likely to be associated with the highestlevels of performance, based on data provided by the client. 6 12 8 16 42Behavioral Summary: n Proactively connects quickly to others, open and sharing of him/herself n Comfortably fluent and fast talk, motivates others by considering their point of view n Socially-focused, empathizes with people n Teaches and shares; often working collaboratively with others, accommodatingSelling Approach: n Convivial and persuasive n Composed and thorough when representing products where he/she is an expert n Warm and sincere with customers n Reluctant to push or pressure a prospect n Generally liked and trusted by clientsCoaching Strategies:To maximize effectiveness, consider providing him or her with the following: n Clear, specific description of the job, with duties and responsibilities clearly defined. n Opportunities to learn everything needed to know about his/her job n The support and help of management, when working outside his/her area of expertise n General assurance of security, respect and appreciation of his/her work n Opportunities for interaction with peopleFor more information on this validity study, contact info@PIWorldwide.com. 6
  • 9. PI Worldwide White Paper: Measuring Behavior to Improve Sales PerformanceStudy Number 2:This healthcare client is a cooperative whose members are community bloodcenters across the U.S. The statistical analysis is based upon Predictive Indexpatterns and performance information supplied by the client company for 420Phlebotomists.Research question: Do phlebotomists with certain Predictive Index patternsexperience fewer donor reactions? Answer: YesFindings:In a sample of 420 Phlebotomists taken from various locations, statistical testingindicated that compared to their peers, phlebotomists with fewer donor reactions had: n Lower C Factors: Comparably faster work-pace, more comfortable with multi-tasking. n Narrower C>A Factor Spreads: Comparably more pro-active. n Lower D Factors: Comparably less formal and more flexible. n Higher B Factors: Comparably more extroverted and socially-oriented. n Note that of these PI Factors, the C Factor had the single largest impact on donor reaction rates. n This testing revealed that approximately 20% of the variability in phlebotomist job performance as measured by donor reactions is attributable to his or her Predictive Index pattern. 3 7 8 15 33Average PI Pattern: Top 50 VenipuncturesFor more information on this validity study, contact info@piworldwide.com.In summary, the Predictive Index is a proven scientific instrument to predictperformance levels based on natural behavioral drives and motivations of anindividual in relation to a specific job. It has proven to be a valuable tool inhealthcare organizations around the world, ranging from hospitals, long-term care,and assisted living facilities to hospice and rehabilitative services. 7
  • 10. People Smart. Results Driven.® Corporate Headquarters: Wellesley, Massachusetts Telephone: +1-781-235-8872 Toll-free in the USA: (800) 832-8884 Fax: +1-781-235-0959 Email: info@PI worldwide.com Visit our website at www.PI worldwide.comPredictive Index, PI Worldwide, PI, PI (Plus circle design) accessPI, People Smart. Results Driven., Predictive Index Management Workshop, Selling Skills Assessment Tool, and Customer-FocusedSelling are registered trademarks and trademarks of Praendex Inc. in the United States and other countries. Any use without the express written consent of Praendex, Inc. is strictly prohibited.© 2010 PI Worldwide. All rights reserved.
  • 11. Case Study:Thunder Bay Regional Health Sciences CentreCanadaMaking Good Teams - GreatThunder Bay Regional Health Sciences Centre (TBHSC) is an acute care teaching hospital serving people in Northwestern Ontario,Canada. With 1200 non-medical employees, 2500 in total, this state-of-the-art facility enjoys a stable workforce and very low turnover.Don Halpert joined the executive team in 1999 as the Chief Human Resources Officer.Don learned that hiring decisions for management positions were based on professional credentials and the interview process ratherthan personal attributes, which are a greater indicator of success in management positions.With several bad hires behind them, Don presented to the senior team another data point option - the use of a behavioral assessmenttool to provide insight into the motivations and drives of individual to ensure a better cultural and job fit. Don shared his 20+ yearsexperience utilizing the assessment tool Predictive Index® (PI®) and its value not only for hiring but for employee and leadershipdevelopment. Don quickly gained executive support that, today, has cascaded throughout the organization. The Predictive Index isactively used at the management level to hire the right managers and at the operational level to develop more effective teams.SelectionFirst steps in the Predictive Index (PI) process were for Don and his team to use the PRO, which defines the requirements of the jobin PI behavioral terms. The new process included the top candidates being given the PI prior to the final interview for managementroles, and provided their results during the interview. This insight allowed Thunder Bay to uncover the fits and gaps between the joband the candidate and allowed for the development of probing interview questions and dialog to uncover the ability of the candidate toactually do the job and provide necessary leadership.Team BuildingIt did not take long for the senior executives to realize the value of PI beyond hiring. The Predictive Index became part of thefoundation for Thunder Bay’s “GO TEAM” initiative, which stands for “Great Organizational Teamwork”. This multi-step processincludes the individual team members taking the Predictive Index survey and their results provided on a one-to-one basis. The nextstep involves the facilitator taking it to the team level by sharing how specific PI defined behaviors impact team communication,dynamics, work styles, pace of work and more. This provides a clear picture to the individuals and the manager on how to improveteam effectiveness by adjusting their own personal communication style for better performance, teamwork, and morale. Managerscontinued their use of PI beyond “GO TEAM” to coach their people for improved individual and team success.Thunder Bay conducts a staff satisfaction survey every two years. In light of today’s economy, where companies are strugglingfinancially and employees are more and more stressed out at work, these results are amazing. Highlights include “Communication”scores improving by over 18% over the 2007 scores and Teamworkimproving by 13.4% over a flat rating from the prior evaluation. Don 76attributes the improved scores to the programs such as “GO Team,” 73better job fit and team effectiveness-with PI playing a key role. 70 % Positive Response 67“Our staff satisfaction scores have improved largely because of 64 Communicaitonimproved leadership, recognition programs and enhanced 61communications.” Don credits PI with assisting in these changes. Teamw ork 58 Respect 55Succession Planning 52 Recognition/CompTwenty percent of Thunder Bay’s managers will be retiring over the 49next 5 years, with an average of over 20 years experience each at 46Thunder Bay. In early 2010, under the direction of Don Halpert, 43Thunder Bay has developed a Leadership Development program, 40including succession planning. The process begins with developing 2005 2007 2009the core competencies for each of these critical jobs then using the Survey YearPredictive Index process to identify critical behavioral traits followedby key input from the entire management team. This has produced ahigh level of confidence within the management team in looking ahead to the future of Thunder Bay.Don says, “Our Leadership Development will be the key to our success in the years to come. Using tools such as PI will assist in givingfocus as to where to put our limited resources and, on an individual level, how to identify development potential.”PI Worldwide® is a global management consulting organization that helps companies be more successful by focusing on their most important asset-their people. Praendex Incorporated, theparent company of PI Worldwide, is publisher of the Predictive Index®, the Selling Skills Assessment Tool™ and Customer-Focused Selling™.© Copyright 2010 Praendex Incorporated CS265 9/8/10
  • 12. Case Study:Blood Centers of America, Inc.USADevelop Selling Skills to Build HighPerformance TeamsBlood Centers of America, Inc., (BCA) is a cooperative whose members are community blood centers located across the U.S. BCAprovides thirty percent of the nations transfusion requirements, with a primary focus on improving the operations and businessactivities of their blood center network. “Since CFS, the team has a new found confidence, and they’re prospecting moreThe Challenge: Heather Marreel is the Director of Recruitment for and closing new business moreSiouxland Community Blood Bank in the mid-west region. The successfully than ever before.”Blood Bank has 150 employees, and Heather manages a group of Heather Marreelseven recruiters who enlist blood donors. She also manages a tele- Director of Recruitmentrecruitment team, and oversees fundraising, grant writing andmarketing efforts. Heather’s background was in sales prior to joiningthe blood bank. As a seasoned sales professional, she viewed her new role as a sales position, which, until her arrival, had beenviewed as a marketing function. Heather explains, “Our recruiters have to prospect for new business to achieve their annual goal,and reach a certain percentage of that goal each month. We measure projection accuracy month to month, in the same way thatsales quotas are tracked.” Heather delivered the recruiter sales concept to her management team. She met with some initialpushback, but was able to convince the team that this was the right approach. The next critical step in the process for Heather wasto find a way to introduce a formal sales training program.Heather began sales training discussions with her CEO in February of 2008. Within a few months, PI Consultant Deb Scott fromP.I. Midwest, a PI Worldwide® member firm introduced their sales development solutions: Selling Skills Assessment Tool™(SSAT) , Customer-Focused Selling™ (CFS), and the Predictive Index® (PI®), in a presentation to the blood bank’s CEO and seniormanagement team. “I jumped at the opportunity to use these tools with my team,” states Heather. “Comprehensive sales trainingis imperative to the recruiter’s long-term success.”The Process: Heather’s team focused on PI Worldwide’s sales solutions, completing the SSAT and CFS. The results of theSSAT identified selling strengths and areas for improvement at the individual and team level. Using this insight, the recruitersattended CFS consultative sales training which provided knowledge and tools for improved sales performance. “Theinvestigate and confirm components of the sales training process were the weakest areas for our organization, explainsHeather. Volunteer coordinators who assist with blood drives had never been asked probing questions before. Now they’remore open with recruiters, and willing to share a level of information that has resulted in many new donor opportunities.The senior management team saw the Predictive Index as a strategic solution to ensure strong job fit for specialized positionsin the blood collection and lab departments. Both the Director of Blood Collections and Lab use PI and PRO, the PIcompanion tool that profiles the behavioral requirements of the job, to get the insight they need to make strong hiringdecisions. PI ensures the right job fit by identifying the behavioral traits for optimal job performance. “We match anapplicant’s PI to the job profile. If there is a strong fit, we will use this insight to tailor our interview questions. The PredictiveIndex has been very good at predicting our lab personnel requirements which are very task and detail oriented with diligence,operational or specialist patterns,” explains Anjeanette Barto, Director of Blood Collections.
  • 13. The Results: The recruitment team has recently uncovered many new sales leads and opportunities - from leveraging speakingengagements with new service groups to increasing their visibility at health fairs, symposiums, and other community basedactivities. Prior to CFS, recruiters seldom met with their clients ‘in person’. They now meet regularly with existing clients to helpmaintain the relationship, and gain referrals for new business.Before attending Customer-Focused Selling, a recruiter’s monthly projection accuracy (units of blood donated per month) rangedfrom 70 – 85%. After CFS training, recruiter projection accuracy increased 15 to 20%. According to Heather, this reflects atremendous increase. “Since CFS, the team has a new found confidence, and they’re prospecting more and closing new businessmore successfully than ever before.”PI has played an equally important role in the development of the Heather’s team. She shares, “Individuals are motivated andmorale is higher than ever, and it’s invigorating to see how well each team member works together.” Heather has workedextensively to integrate all facets of the CFS training into the recruiter role to ensure long-term success. She explains, “At anindividual and group level, the methods and techniques of CFS are applied to the team’s operation. We conduct weekly teamsessions to reinforce CFS methodology on an ongoing basis. The results have been extremely positive.” Recruiters have not onlyachieved consistently higher projections since the CFS training, but they have been able to sustain this improved performance.Heather explains, “Now they know the right questions to ask and how to confirm next steps to move new business forward whichhas greatly improved the team’s level of success.”PI Worldwide is a global management consulting organization that helps companies be more successful by focusing on their most important ®asset-their people. Praendex Incorporated, the parent company of PI Worldwide, is publisher of the Predictive Index , the Selling Skills ®Assessment Tool and Customer-Focused Selling . ™ ™© Copyright 2009 Praendex Incorporated CS1406 6/09
  • 14. Predi ictive Inde Validity Study* Spotlight The Hea ex® * t: althcare In ndustryBy Todd Harris, Ph.D., Director of Science, PI Worldwide d DIntrodu uctionHealthca organizations around the world are increasingl turning to the Predictive Index® (PI®) to help th are ly hem meet their k strategic goal of reducing co key ls osts,improvin patient satisfac ng ction, and improvving patient safet Based on rece conversations with PI clients a prospects in t industry, a n ty. ent and this number of key tre endshave emeerged regarding their talent manag t gement initiatives including a rene s, ewed focus on:  Improoving employee satisfaction and in s ncreasing employ engagement. yee Sum mmary of Mot tivating Needs s  Enhanncing leadership capacity at all lev c vels. Fact tor Low High  Harmon over friction ny  Control of own activities  Improoving employee retention rates, esppecially for top-p performers in key roles. y A  Support tive, team oriented  Strong sen of independence nse e  Stream mlining and simpplifying talent man nagement processes. Domin nance  Creati a service-orie ing ented corporate cu ulture.  Opportuunity for introspecti ion  High soci interaction ial B  Private/  Social rec  ning the workforce with the organization’s mission and core values. Align Extrove ersion /Personal recognitioon cognition/acceptance e*A valid study is desig dity gned to determin the statistical connection betwe PI ne c een  Variety and change of pace y e  Stable wo environment ork C  Freedom from repetition m  Familiar s surroundings/people eprofiles and superior job performance Ma PI healthcare clients have re any e ecently Patie encecommiss sioned validity stu udies covering a number of key job roles. n  Freedom from structure m  Certainty, understanding of ru , ules D  Informa delegate the deta al, ails  Freedom from riskThe sum mmary below is a sampling of this work. s w Forma alitySumma of Recent PI Client Val ary lidity Studies The PI measures fou primary and fundamental person ur nality constructs. Client Background d Posit tion(s) Studied Key Findings yA healthcare company wi ithover 300 locations throug 0 ghout  The Predict Index A and C Factors were r tive d ith robust predictors of job performan as doctors wi nce,the U.S., offering services in , s lower A’s, higher C’s were r h rated as significan more effectiv leaders. ntly veareas suc as urgent care, ch Center Medical Director roccupatio health, physical onal  Tenure with the company was not an effectiv predictor of lea h ve adership or job pe gs. erformance ratingtherapy a health and andwellness.This clie operates over 60 ent 6  There were statistically sign nificant relationsh between a Di hips irector of Nursing PI pattern g’sskilled nuursing facilities in the n reflecting a higher A factor a lower C facto and key metric such as employ engagement and or cs yeeU.S., pro oviding a range of f Dire ector of Nursing scores, prevvalence of patient falls and overall Medicare 5-Star rating. t l rmedical a rehabilitation and n  Facilities th had higher ave hat erage levels of th D Factor across their executive teams had superior he sservices. operating potential (a financ metric) and M p cial Medicare 5-Star sc cores. 1  
  • 15. Based on the key findings in these studies, recommended PI profiles for top performance are created as a guid n s , P p e deline for hiring, coaching and su , ustained success. The Tsummary below illustrate the recommend PI profile for each of the posi y es ded r itions examined a along with the str rongest behaviors associated with each recommen h ndedpattern. Position Studied n(s) Reco ommended PI Pa attern Strongest Beha aviors  Operationaally, as opposed to socially, focuse Thinks about w needs to be o ed. what done, and h to do it well,, and generally fo how ollows that execut tion plan Cente Medical er  A relatively private individu it takes him s y ual, some extra time to connect to and o D Director trust new p people. He’s serio and reserved. ous  Works at a relatively steady pace; best worki with familiar processes, y ing environmen and co-worke Not inclined to change. nts, ers.  Attention t detail; follows through on tasks to ensure comple to etion in general accordance with quality stan e ndards.  Impatient w routines. with  Relatively formal, reserved, and skeptical of new people; req d, f quires some ‘proof’ Directo of Nursing or to build tru in new people ust e.  Works at a faster-than-avera pace, producing results in gen rage neral accordance with sched dules and ‘the boook.’ 2