Solving Employee Heartburn 2009

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What gives YOU employee heartburn?

Do you have sales clerks not a sales force?
Customer service is not really giving the service you want?
Morale problems?
Who should you promote, transfer or, let go?
Employee theft?
New hires are leaving - Just when they start being productive?
It’s never too late to start with Genesis. We will help curb, correct and solve employee heartburn.

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Solving Employee Heartburn 2009

  1. 1. Solving Employee Heartburn
  2. 2. Are people in your organization up to your expectations? Do you want to know why?
  3. 3. Companies Face Two Types of Problems… System Problems People Problems We help solve the people problems.
  4. 4. The Evil Twins The one that got hired... “63% of all hiring decisions are made during the first 4.3 minutes of an interview.” SHRM Study, reported in USA Today ...The one who showed up.
  5. 5. Get the Whole Picture- The Generating Job Match Interview system only give you 10% of We give you the the total person Essence of the TotalPerson: Thinking Style • Behavioral Traits • Occupational • Interests
  6. 6. The Impact of Job Match Without With Job Job Match Match High Turnover Industry 46% 24% % left / fired after 6 months 57% 28% % left / fired after 14 months Low Turnover Industry 25% 5% % left / fired after 6 months 34% 8% % left / fired after 14 months Source: “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5.
  7. 7. - 25% of annual salary $9,000 - Cost of benefits (500 * 3mo) $1,500 - Minimum Cost of a Bad Hire: $10,500 Example: Salary of $36,000. $9,000.00 $1,500 $10,500.00
  8. 8. The Impact of Job Match for T/O at 3 months (based on 100 person company) From the previous slides, you saw a 3 month minimum cost of $10,500 per T/O Employee You also saw with job match a T/O reduction of 20 % with job match A savings of over $210, 000 A total payroll reduction of 5.83 % Source: “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5.
  9. 9. Workforce Cycle Un-productive Productive Marginal HIRED Employees Employees Employees New Employees Neither Competent, Motivated, but not Motivated & Competent, but nor Motivated yet productive Competent Un-motivated Separated 1 2 3 4
  10. 10. What It Takes to Build a High Performance Workforce Select the Accelerate Make Managers Right People Employee Productivity More Effective  Integrity  Retaining Top Performers  Appraising Management Techniques  Substance Abuse  Training Needs  Improving  Reliability  Coaching Employees Communication Skills  Work Ethic  Engaged & Competent  Developing  Job Match Workforce Leadership Competencies High Performance Workforce Solution We provide predictive and objective data on how a person will perform within a certain job description
  11. 11. Job Profile Summary Job Pattern: Sales Representative Overall Job Match 94% Genesis Thinking Style 7 1 2 3 4 5 6 8 9 10 Learning Index 8 1 2 3 4 5 6 7 9 10 Verbal Skill Assessments Job Match 8 1 2 3 4 5 6 7 9 10 Percentage Verbal Reasoning 95% 7 1 2 3 4 5 6 8 9 10 Numerical Ability 8 1 2 3 4 5 6 7 9 10 Numeric Reasoning Behavioral Traits 8 1 2 3 4 5 6 7 9 10 Energy Level 7 1 2 3 4 5 6 8 9 10 Assertiveness 4 1 2 3 5 6 7 9 10 Job Match Sociability 8 We can show you how Percentage 6 1 2 3 4 5 7 8 9 10 Manageability 95% 7 they are likely to fall 1 2 3 4 5 6 8 9 10 Attitude 6 1 2 3 4 5 7 8 9 10 Decisiveness within the “Pattern of 6 1 2 3 4 5 7 8 9 10 Accommodating success” so to speak, for a 6 Distortion – 8 1 2 3 4 5 7 8 9 10 Independence 5 Objective Judgment 1 2 3 4 6 7 9 10 8 certain job. Occupational Interests Job Match Interests Ranking Top three interests for this position Percentage 8 91% Enterprising 6 The Job Matching People Service process for Interests 10 is concerned with the Imagine Great Creative top three interests of a Job Match Pattern Lowest three interests for this position and how a candidate’s top three 5 Financial/Administrative interests match. The three top interests for 4 People Technical this Pattern are indicated and ranked 4 from top to bottom. Mechanical 17
  12. 12. With job matching… “Superior” producers match their jobs and: • Can deal with the mental demands of the position • Are comfortable with the demands of the environment and with their co-workers • Enjoy the work and are motivated to do the work Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.
  13. 13. Use Job Match Patterns For:  Selection and Onboarding  Coaching and Mentoring  Training  Promoting  Managing Performance - reviews  Succession Planning
  14. 14. Job Match Matters! “Start with good people who are right for the job; train and motivate them; give them opportunity for advancement; and your organization will succeed.” J.W. Marriott “If a person is not performing as expected, it is probably because they are miscast for the job.” W. Edwards Deming
  15. 15. www.GenesisAssessments.com www.CongoSBA.com 605.321.5800 ask for Dan

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