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Proven Steps in Hiring and Retaining The Right People

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Have you ever hired or promoted someone who didn’t meet your expectations?

If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.

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Proven Steps in Hiring and Retaining The Right People

  1. 1. PROVEN STEPS IN HIRING AND RETAINING THE RIGHT PEOPLE#HiringRightPeople
  2. 2. ! Length: 30 minutes with questions & answers at the end.! We have the attendee list hidden for the protection of your personal information.! At the end of the webinar we will send you the slides to this presentation as well as the recording to the webinar.! Todays Topic: Proven Steps in Hiring and Retaining the Right People
  3. 3. Receive a Complementary Critical Job Study! Let us show you firsthand how our solutions can benefit your company. 1 2 3Select a Critical Job! Assess Job Incumbents! Complementary Job Study! Report designed for Performance Model Sales & Business Development Exec. It’s as easy as, 1, 2, 3!
  4. 4. Critical Job Study!Identifies what is really required for success in anygiven job – in terms of: (1) Learning (2) Reasoning (3) Communication (4) Problem Solving (5) Behaviors (6) Occupational Interests
  5. 5. A Clear Target for Success… ...against which people can be graphically and quantifiably compared, has implications for... ! Selection Report designed for Performance Model Sales & Business Development Exec. ! Development ! Coaching ! Management ! Succession PlanningReceive a Complementary Critical Job Study!
  6. 6. TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Director, Profiles Asia Connect with me www.linkedin.com/in/heintjiesantos @Profiles_Asia HS@profiles.com.sg www.profiles.com.sg
  7. 7. Creating Value for Our ClientsWe support our clients through the fullemployee life-cycle, helping them identify thebest people for their jobs and then developingthem to their fullest potential. The GLOBAL LEADER in Employee Assessment Solutions
  8. 8. 700 OFFICES WORLDWIDE The GLOBAL LEADER in Employee Assessment &Talent Management Solutions Established in 1991 125 COUNTRIES WORLDWIDE PRESENCE
  9. 9. 50 MILLION USERS 45,000 CLIENTS 33 LANGUAGES50,000,000 MILLION USERS
  10. 10. Diverse Base of Marquee CustomersCustomer Highlights! 11,000+ Active Customers! Includes Most Fortune 500 Global Companies
  11. 11. Clients We’ve Served
  12. 12. Why We Are Here?1 Proven steps in identifying and hiring the right people the first time.2 How to maximize employee productivity and retain your top performers3 ROI Case Study
  13. 13. Have you ever hiredsomeone wholooks good on paper….BUT END UP AS A ?DISAPPOINTMENT!
  14. 14. Selection ProcessChecking the PAST Skill Fit
  15. 15. (1) Experience,(2) Education(3) Training,(4) Certification(5) etc.However…
  16. 16. People have a tendency to embellish their qualifications
  17. 17. Shocking HR Statistics: FALSE INFORMATION… 53% of all job applications contain inaccurate information. 49% of managers caught a job applicant fabricating resume. 34% of all application forms contains lies.*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
  18. 18. Chances are good that upto 66% of your company’shiring decisions will proveto be mistakes in the first twelve months. - Peter Drucker
  19. 19. The Top 3 Reasons People Fail (1) Dishonesty (2) Incompetence (3) Incompatibility
  20. 20. Selection ProcessChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Education, Training, Certification etc.
  21. 21. Selection ProcessChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Attitudes, Education, Training, Certification etc.
  22. 22. Selection ProcessChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Attitudes, Education, Values , Training, Appearance, Certification etc. Demeanor etc.
  23. 23. Interview
  24. 24. Interview She studied in the same University I went!
  25. 25. Interview Impressive! she talks and speaks just Like Me.
  26. 26. Interview My Gut Feel is she will be do great in this job.
  27. 27. “63% of all hiring decisions are made during the first 4.3 minutes of an interview.” - SHRM
  28. 28. Shocking HR Statistics: BAD HIRES… average cost of a bad hiring decision can equal 30% of the first year’s earnings!*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
  29. 29. ki n g H R S tatistics: Shoc TU RNOVER… costs of replacement…. Senior Executive Mid-Level Employee S$260,000 Salaried Employee S$52,000 S$11,000*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
  30. 30. THINK OF THECOST OF YOUR LAST HIRE…
  31. 31. Aside from salary and benefits… there’s the cost of advertising for the job, the investment in training and….. the price of getting a new worker up to speed.
  32. 32. Cornerstones of PerformanceChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Attitudes, Values , Education, Demeanor, Training, Appearance, Certification etc. Demeanor etc. JOB MATCH Predicting Superior Performance
  33. 33. DID YOUKNOW?
  34. 34. Interviews only has a 14% success rate in identifying superior people!
  35. 35. Heads or Tails?
  36. 36. Heads or Tails?
  37. 37. Source - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  38. 38. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  39. 39. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 50% 40% 30% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  40. 40. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 50% 40% 30% 26% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  41. 41. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 50% 40% 38% 30% 26% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  42. 42. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 54% 50% 40% 38% 30% 26% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  43. 43. % OF HIRING SUCCESS 100% 90% 80% 70% 66% 60% 54% 50% 40% 38% 30% 26% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  44. 44. % OF HIRING SUCCESS 100% 90% 80% 75% 70% 66% 60% 54% 50% 40% 38% 30% 26% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Job MatchingSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  45. 45. KNOW“The TOTAL PERSON” 75% to increase hiring successup to
  46. 46. PEOPLE0are0like0…
  47. 47. This is what YOU SEEPEOPLE0are0like0…
  48. 48. Real0side0of0PEOPLE
  49. 49. 10% Good But Limited InformationEducation, Experience and Skills
  50. 50. 10% Good But Limited InformationEducation, Experience and Skills90 % Essence of the “Total Person” " Thinking Styles " Behaviors " Occupational Interest " Job Fit
  51. 51. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
  52. 52. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE “A” Players Hire – “B” Players
  53. 53. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE “A” Players Hire – “B” Players “B” Players Hire – “C” Players “C” Players Hire – “D” Players until it becomes……
  54. 54. “Z” CompanyClowns Inc.
  55. 55. BOZO EXPLOSION
  56. 56. HOW DO WE SOLVE THIS PROBLEM ?
  57. 57. PROVEN STEPS TO HIRE AND For every people in your organization you should ;IDENTIFY KNOW DEVELOP
  58. 58. PROVEN STEPS TO HIRE AND For every people in your organization you should ;IDENTIFY KNOW DEVELOP 1. RESULTS
  59. 59. PROVEN STEPS TO HIRE AND For every people in your organization you should ;IDENTIFY KNOW DEVELOP 1. 2. RESULTS POTENTIALS
  60. 60. PROVEN STEPS TO HIRE AND For every people in your organization you should ;IDENTIFY KNOW DEVELOP 1. 2. 3. RESULTS POTENTIALS COMPETENCIES
  61. 61. 1. RESULTSIDENTIFY OBJECTIVE MEASURES
  62. 62. 1. Identify OBJECTIVE MeasuresRESULTS " Project Delivered On time, On Budget
  63. 63. 1. Identify OBJECTIVE MeasuresRESULTS " Project Delivered On time, On Budget " Sales Per Month, Quarter or Annum
  64. 64. 1. Identify OBJECTIVE MeasuresRESULTS " Project Delivered On time, On Budget " Sales Per Month, Quarter or Annum " Average Profit Margin Per Account
  65. 65. 1. Identify OBJECTIVE MeasuresRESULTS " Project Delivered On time, On Budget " Sales Per Month, Quarter or Annum " Average Profit Margin Per Account " Team Calls Handled Per Month
  66. 66. 1. Identify OBJECTIVE MeasuresRESULTS " Project Delivered On time, On Budget " Sales Per Month, Quarter or Annum " Average Profit Margin Per Account " Team Calls Handled Per Month " Units Manufactured Per Month
  67. 67. 1. Identify OBJECTIVE MeasuresRESULTS " Project Delivered On time, On Budget " Sales Per Month, Quarter or Annum " Average Profit Margin Per Account " Team Calls Handled Per Month " Units Manufactured Per Month " Supervisors/Managers Rating etc…
  68. 68. 2. POTENTIALSKNOW WHO HAS THE POTENTIALS
  69. 69. 2.POTENTIALS Know Who Has The Potentials We need to ask 3 Questions?
  70. 70. Can they do theJob
  71. 71. Can they do theJobHow will they dothe Job.
  72. 72. Can they do theJobHow will they dothe Job.Are they motivatedto do the job?
  73. 73. ProfileXT® (PXT) Insights Measures "The Total Person”
  74. 74. Thinking0Style Learning IndexCan the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness 1 2 3 4 5 6 7 8 9 10 Sociability 1 2 3 4 5 6 7 8 9 10 Manageability 1 2 3 4 5 6 7 8 9 10 Attitude 1 2 3 4 5 6 7 8 9 10 Decisiveness 1 2 3 4 5 6 7 8 9 10 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal0Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  75. 75. Thinking0Style Learning IndexCan the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessAre comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability Attitude environment they 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Decisiveness work in Accommodating 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal0Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  76. 76. Thinking0Style Learning Index Can the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessAre comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability Attitude environment they 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Decisiveness work in Accommodating 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal0Interests 1 2 3 4 5 6 7 8 9 10 EnterprisingLove their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  77. 77. TheJobMatch™Pattern(Success Profile)Shaded areas indicate theJobMatch patternThe JobMatch patterns showrequirements for the job in yourcompany
  78. 78. Good MatchDark areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  79. 79. QuestionableMatchShaded areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  80. 80. ProfileXT® (PXT) Insights Having done this, we canshow you - graphically and quantifiably - to what degree current employees ,or candidatesfor recruitment or promotion match that standard.
  81. 81. Solution used throughout the A Clear Target for Success…employee life-cycle! Selection! On-Boarding Report designed for Performance Model Sales & Business Development Exec.! Coaching! Development! Management! Succession Planning & Strategic Workforce Planning
  82. 82. Considering the costs of Hiring and Developing People…You simply cannot afford to start with someone who is not likely to succeed.
  83. 83. 3. COMPETENCIESDEVELOP COMPETENCIES
  84. 84. Develop CompetenciesWhat is it that these people whohas the Potentials , needs to do to be successful.
  85. 85. 3. Develop CompetenciesCOMPETENCIES What is it that these people who has the Potentials , needs to do to be successful.
  86. 86. People don’t quit jobs…
  87. 87. People don’t quit jobs…They quit people!
  88. 88. People don’t quit jobs… They quit people!…and the people they quit are usually managers!
  89. 89. (1) Communication (2) LeadershipOur research has (3) Adaptabilityshown that theseare key (4) Relationshipscompetencies for (5) Task Managementmanager/leaderssuccess: (6) Production (7) Development of Others (8) Personal Development
  90. 90. CheckPoint 360Competency Feedback System
  91. 91. The 8 Universal Management Competencies and their 18 Skill Sets
  92. 92. Checkpoint 360 Insights
  93. 93. Checkpoint 360 Insights
  94. 94. Checkpoint 360 Insights Reports that talks to the Managers for their Individual Development Reports that talks to the Boss for Coaching the Managers
  95. 95. ARE YOU EVER TIRED OF NOT SEEING ANDNOT KNOWING THE RETURN ON INVESTMENT(ROI) ON YOUR TRAINING AND DEVELOPMENT ACTIVITIES
  96. 96. Checkpoint 360 Insights
  97. 97. Checkpoint 360 Insights
  98. 98. Checkpoint 360 Insights
  99. 99. CASE STUDIES(Real-Life Client Result)
  100. 100. CASE STUDIESChemical Insurance Medical DeviceIndustry Industry Manufacturing Industry
  101. 101. “ It’s a shift from ‘low performer thinking’ to‘maybe they are not in the right job, and we should find them a better fit.’It is a mentality shift, and (by applying datafrom the PXT®), I can figure out that if poorjob fit is the case, I can help them go into a different job and do better. ”
  102. 102. Challenge Before implementing the ProfileXT® the average sales per sales rep was $169,409.Results:After one year of implementation with the ProfileXT®, annualsales increased to an average of $233,952 per sales rep.The ProfileXT® assessment increased the Bard Medical’s CriticalCare sales by $64,543 per sales rep, a 28% annual increase.
  103. 103. GLOBAL INSURANCE COMPANY Challenge ! Identify top performers ! Improve selection process ! Sustain a turnover rate below industry averageResults:Reduced voluntary turnover rate to just 6% , well below the 10% industry average. Furthermore, professional-level employees, representing a substantial portion of the company’s talent and investment, show a turnover rate of only 1.6%.
  104. 104. "We now make more informed hiring decisions. Selecting people whowill stay with us longer. But it doesnt end there, Profiles products havebecome an important part of our culture.We use the terminology and the concept in our performance review, our recruiting decisions and everyday discussion. if we took the product away from our managers, we would be dealing with some disappointed internal guest." Corporate HR Manager Hospitality and Resort Industry
  105. 105. PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE For every people in your organization you should ;IDENTIFY KNOW DEVELOP
  106. 106. PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE For every people in your organization you should ;IDENTIFY KNOW DEVELOP 1. RESULTS
  107. 107. PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE For every people in your organization you should ;IDENTIFY KNOW DEVELOP 1. 2. RESULTS POTENTIALS
  108. 108. PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE For every people in your organization you should ;IDENTIFY KNOW DEVELOP 1. 2. 3. RESULTS POTENTIALS COMPETENCIES
  109. 109. PROVEN STEPS IN HIRING AND RETAINING THE RIGHT PEOPLE#HiringRightPeople
  110. 110. “ person Put the right in the right job,train and motivate them,give them an opportunity for advancement, and your company will grow and prosper ” J.W. Marriott
  111. 111. TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Director, Profiles Asia Connect with me www.linkedin.com/in/heintjiesantos @Profiles_Asia HS@profiles.com.sg www.profiles.com.sg
  112. 112. Receive a Complementary Critical Job Study! Let us show you firsthand how our solutions can benefit your company. 1 2 3Select a Critical Job! Assess Job Incumbents! Complementary Job Study! Report designed for Performance Model Sales & Business Development Exec. It’s as easy as, 1, 2, 3!
  113. 113. Critical Job Study!Identifies what is really required for success in anygiven job – in terms of: (1) Learning (2) Reasoning (3) Communication (4) Problem Solving (5) Behaviors (6) Occupational Interests
  114. 114. A Clear Target for Success… ...against which people can be graphically and quantifiably compared, has implications for... ! Selection Report designed for Performance Model Sales & Business Development Exec. ! Development ! Coaching ! Management ! Succession PlanningReceive a Complementary Critical Job Study!
  115. 115. Would you like to receive a complementary critical job study? A. Yes B. No Have an immediate need ? Call us at +65 65717031 URL: www.profiles.com.sg
  116. 116. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business

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