ARC Worldwide Predictive index presentation

1. A study of Personalities in
the workplace
4/4/18 By Jeremy Woolman

2. People are complex.
They don’t have to be.

3. Hiring Sucks

6. Source: Schmidt, Frank L. and Oh, In‐Sue and Shaffer, Jonathan A., The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical
Implications of 100 Years of Research Findings (October 17, 2016). Fox School of Business Research Paper. Available at SSRN: https://ssrn.com/abstract=2853669
OK PredictorsPOOR Predictors
Behavioral and cognitive
assessments combined with
a structured interview
process allows for 58%+
predictability
The BEST Predictor
How do you predict performance?

7. HEAD
Behavioral drives &
cognitive ability
The whole person and the job.
BRIEFCASE
Education
Knowledge
Skills
Experience
What people look at
when hiring
The reason
people are fired

8. Were they dead when you hired them?
Or did you kill them?
-W. Edwards Deming

9. 98% of CEO’s
don’t pay attention
to engagement data.
55% of companies
don’t have a strategy
to fix engagement
problems.

10. Your PI Journey
Realize Problem
Fix Problem 1
PI Goes Cultural
Manage Better
Transform Your
Organization
YEAR 1 YEAR 2 BEYOND
Hiring
Engagement
Communication
Team Building
Sales
Performance
Integrate PI with
your company
culture

14. Dave and Jeremy’s communication styles
Likenesses
• Formal, reserved, introspective, and
skeptical of new people; requires 'proof'
to build trust in new people
• Detail-oriented
• Operationally, as opposed to socially,
focused
• Impatient with routines
• precise
Variances
Jeremy Dave
• Driven to achieve
operational
efficiencies
• Careful with rules
he's precise, by
the book
• follow-through is
deep and literal
• Focused on
operational
efficiencies
• producing results in
general accordance
to 'the book.'
• follows through on
tasks to ensure
completion
• Works at a faster-
than-average pace
• Works as fast as
possible while
maintaining a high-
quality outcome

15. Dave and Jeremy would best communicate by:
• Speaking the details, general conversation with all the fillers included.
• Precise conversation about details, expectations and direction
• Keeping the Operation at the forefront of the
conversation, not running away on tangents or
chasing squirrels
• Breaking it up and not falling into the same
old thing during conversations, Keep it real,
and keep it new.

17. Don and Gavin’s communication styles
Variances
Don Gavin
• Private, serious,
introspective
• He more quickly notices
and understands technical
matters than social ones
• Not interested in the details;
delegates them freely. Needs
unstructured projects where
flexibly working with people, and
a focus on the goals necessary.
• Extremely informal,
extraverted
• Almost exclusively focused on
people, building relationships,
and teamwork rather than
technical matters
• Works at a steady,
unwavering pace; most
comfortable with familiar
processes, environments,
and co-workers.
• Generally takes each day as it
comes, greeting it with few
worries and relaxed demeanor,
particularly if there’s some
predictability involved.
• Works steadily at an even
pace; most productive with
fewer interruptions.
Stability and very
little Change!

18. Don and Gavin best communicate by:
• Don leads the conversation, and allows Gavin’s input
• Don talks it out, while Gavin thinks it through
• Stable conversation with the first 2 bullets driving
Keeping it the same
• Keeping each others needs for communication in mind:
Flexibility for Don, Stability for Gavin

20. Case Study PTA Plastics
• Adoption of PI, Managers and Supervisors attended a 3 day seminar
 Improved productivity
 Better communication across departments
 Improved Employee Performance
 Recognition of different
communication Styles and needs
 Awareness and willingness for all employees to communicate better
through the needs of others!