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Strategic Workforce Planning

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Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.

In this webinar you will learn:

The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…

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Strategic Workforce Planning

  1. 1. EXECUTIVE’S GUIDESTRATEGICWORKFORCEPLANNING#SWPWebinar
  2. 2. Hi! i’mL IA NN Mo derator
  3. 3. HOUSEKEEPING
  4. 4. 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!
  5. 5. 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
  6. 6. A Clear Target for Success… ...against which people can be graphically and quantifiably compared, has implications for... § Selection § Development Report designed for Performance Model Sales & Business Development Exec. § Coaching § Management § Succession PlanningReceive a Complementary Critical Job Study!
  7. 7. TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Country Director, Singapore Connect with me Heintjie.Santos@profiles.com.sg
  8. 8. WHY STRATEGICWORKFORCE PLANNING MATTERS TO YOU?
  9. 9. STRATEGIC WORKFORCE PLANNING Is a process that ensures that your business has the right people in the right jobs at the right time to achieve your expected results.
  10. 10. Although 92% ofcompanies have some level of workforce planning, only 21% ofcompanies take a strategic, long-term approach. Source: Bersin and Associates, Research
  11. 11. 75% of companies donot have access totalent data theyneed to make informedbusiness decisionsSource: Taleo ,Talent Intelligence Report
  12. 12. The truth is that…..it can take several months, if not years, to get the right
  13. 13. THE EXECUTIVE’S GUIDEStrategic Workforce Planning #SWPWebinar
  14. 14. 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
  15. 15. 700 OFFICES WORLDWIDE The GLOBAL LEADER in Employee Assessment &Talent Management Solutions Established in 1991 125 COUNTRIES WORLDWIDE PRESENCE
  16. 16. 50 MILLION USERS 45,000 CLIENTS 33 LANGUAGES50,000,000 MILLION USERS
  17. 17. Diverse Base of Marquee CustomersCustomer Highlights§ 11,000+ Active Customers§ Includes Most Fortune 500 Global Companies
  18. 18. Clients We’ve Served
  19. 19. Companies Face Two Types of Problems… System People Problems Problems
  20. 20. Companies Face Two Types of Problems… System People Problems Problems WE FOCUS ON PEOPLE PROBLEMS.
  21. 21. We specialize and are experts in solving people problems in organizations
  22. 22. Challenges Most Organizations Face… Selecting the Right People Customer Employee Service Turnover Leadership Salesforce /Development Workforce How about your Productivity Organization Succession Team Planning Compatibility Retention of Top Performers
  23. 23. 6 StepsSTRATEGIC WORKFORCE PLANNING
  24. 24. www.profilesresearch.com
  25. 25. 1 2 3 Establish where your Understand your labor Understand your business is going market future talent demand 4 5 6Assess your current Identify your talent gaps and Implement your talent inventory strategies to close them strategies
  26. 26. 1 Establish where your business is going…
  27. 27. Areas of your business you want to:GROW MAINTAIN but make more PROFITABLEDIVEST EXITTime andResources
  28. 28. What does this changing strategy mean for the business?
  29. 29. Strategic change fails whenthe people implementingthe change are….
  30. 30. How FAR, how FAST?
  31. 31. The bottom line is…you need to know your business strategy ,and the impact of thatstrategy, before you can create ameaningful workforce plan
  32. 32. 2 Understand where the labor market is going
  33. 33. Common factors to consider include:MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  34. 34. Common factors to consider include:MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  35. 35. Common factors to consider include:MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  36. 36. Common factors to consider include:MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  37. 37. Common factors to consider include:MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  38. 38. Understand your future3 talent demand
  39. 39. Identify jobs you will need to:CREATE or PHASE OUT
  40. 40. on what really mattersto avoid “Paralysis by Analysis”
  41. 41. Critical Roles Jobs that are mission critical to your future business strategy Gen X YCritical Employee Segment
  42. 42. 4 ASSESS YOUR CURRENT TALENT POOL 
  43. 43. HOW TO IDENTIFY YOURBENCHSTRENGHTS ? HOW TO CONDUCT TALENT AUDIT? WHERE TO START?
  44. 44. FRANK SCHMIDT & JOHN HUNTER “Experts in Productivity and Organizational Psychology” Reported in…85 Years ofResearch
  45. 45. Implications? Unless all your people aresuperior performers, you are losing money unnecessarily?
  46. 46. Implications?Every time you move performance of an employee from Average Superior YOU HAVE A DRAMATIC AND MEASURABLE IMPACT
  47. 47. Have you ever HIRED orPROMOTED someoneWho end up as a ?disappointment!
  48. 48. DID YOUKNOW?
  49. 49. Interviews have a 14% success rate in identifyingsuperior people!
  50. 50. Interviews have a 14% success rate in identifying superior people!– Hunter & Hunter “Validity & Utility of Alternative Predictors of Job Performance”. Psychological Bulletin, Vol. 96, No. 1. p90
  51. 51. Heads or Tails?
  52. 52. Heads or Tails?
  53. 53. 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, 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.
  54. 54. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Matching JobSource - 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, 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.
  55. 55. % OF HIRING SUCCESS 100% 90% 80% 70% 60% 50% 40% 30% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Matching JobSource - 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, 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.
  56. 56. % 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 Matching JobSource - 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, 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.
  57. 57. % 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 Matching JobSource - 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, 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.
  58. 58. % 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 Matching JobSource - 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, 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.
  59. 59. % 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 Matching JobSource - 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, 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.
  60. 60. % 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 Matching JobSource - 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, 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.
  61. 61. KNOW“The TOTAL PERSON” 75% to increase hiring successup to
  62. 62. PEOPLE  are  like  …
  63. 63. This is what YOU SEEPEOPLE  are  like  …
  64. 64. Real  side  of  PEOPLE
  65. 65. 10% Good But Limited InformationEducation, Experience and Skills
  66. 66. 10% Good But Limited InformationEducation, Experience and Skills 90 % Essence of the
  67. 67. 10% Good But Limited InformationEducation, Experience and Skills 90 % Essence of the “Total Person” ü Thinking Styles ü Behaviors ü Occupational Interest ü Job Fit
  68. 68. Cornerstones of PerformanceChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Attitudes, Values , Education, Demeanor, Training, Appearance, Certification etc. Demeanor etc. JOB FIT Predicting Superior Performance
  69. 69. HOW TO IDENTIFY YOURBENCHSTRENGHTS ? HOW TO CONDUCT TALENT AUDIT? WHERE TO START?
  70. 70. start with yourTOP PERFORMERS
  71. 71. start with yourTOP PERFORMERS
  72. 72. 1.RESULTS start with your TOP PERFORMERS
  73. 73. 1. RESULTS start with your TOP PERFORMERS 2.POTENTIALS
  74. 74. 1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3.CHARACTERISTICS
  75. 75. 1.RESULTS
  76. 76. 1.RESULTS Build a Performance Model (Success Profile)
  77. 77. 1.RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum
  78. 78. 1.RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale
  79. 79. 1.RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale ü Calls Handled Per Hour
  80. 80. 1.RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale ü Calls Handled Per Hour ü Units Manufactured Per Hour
  81. 81. 1.RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale ü Calls Handled Per Hour ü Units Manufactured Per Hour ü Supervisors/Managers Rating etc…
  82. 82. 2.POTENTIALS
  83. 83. Every success is 2.POTENTIALS different from one company to the other
  84. 84. 2. We need to askPOTENTIALS 3 Questions?
  85. 85. Thinking  Style 1 2 3 4 5 6 7 8 9 10 Learning IndexCan they do the 1 2 3 4 5 6 7 8 9 10 Verbal Skill Verbal ReasoningJob 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Numerical Ability 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 AssertivenessHow will they do 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Sociability Manageabilitythe Job. 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 OccupaGonal  InterestsAre they 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Adminmotivated to do 1 2 3 4 5 6 7 8 9 10 People Service Technicalthe job? 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  86. 86. ProfileXT® (PXT)Measures "The Total Person”
  87. 87. Thinking  Style 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 OccupaGonal  Interests 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
  88. 88. Thinking  Style 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 OccupaGonal  Interests 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
  89. 89. Thinking  Style 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 OccupaGonal  Interests 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
  90. 90. “...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and:
  91. 91. “...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and: ü Can deal with the mental demands of their position
  92. 92. “...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and: ü Can deal with the mental demands of their position ü Are comfortable with the demands of the environment they work in
  93. 93. “...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and: ü Can deal with the mental demands of their position ü Are comfortable with the demands of the environment they work in ü Love their job and are motivated to do it
  94. 94. Thinking  Style Learning Index 1 2 3 4 5 6 7 8 9 10 Verbal Skill 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning 1 2 3 4 5 6 7 8 9 10 Numerical Ability 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning 1 2 3 4 5 6 7 8 9 10 Behavioral Traits 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 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence 1 2 3 4 5 6 7 8 9 10 Objective Judgment 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 OccupaGonal  Interests Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 3. People Service 1 2 3 4 5 6 7 8 9 10CHARACTERISTICS Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative 1 2 3 4 5 6 7 8 9 10
  95. 95. Thinking  Style Learning Index 1 2 3 4 5 6 7 8 9 10 Verbal Skill 1 2 3 4 5 6 7 8 9 10 The Verbal Reasoning Numerical Ability Numeric Reasoning 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 1 2 3 4 5 6 7 8 9 10 JobMatch™ Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Pattern (Performance Assertiveness Sociability Manageability 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Model) Attitude 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Decisiveness Accommodating 1 2 3 4 5 6 7 8 9 10 Independence 1 2 3 4 5 6 7 8 9 10 Objective Judgment 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 OccupaGonal  Interests Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 3. People Service 1 2 3 4 5 6 7 8 9 10CHARACTERISTICS Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative 1 2 3 4 5 6 7 8 9 10
  96. 96. TheJobMatch™Pattern(Performance Model)Shaded areas indicate theJobMatch patternThe JobMatch patterns showrequirements for the job in yourcompany
  97. 97. Good MatchDark areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  98. 98. Good MatchDrives a singlejob-match number
  99. 99. QuestionableMatchShaded areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  100. 100. QuestionableMatchIdentify % matchfor every area
  101. 101. Distortion ScaleDetect howcandid therespondentsanswered theassessment
  102. 102. We can show you -graphically and quantifiably - to what degree currentemployees, or candidates for employment, match that standard.
  103. 103. start with yourTOP PERFORMERS
  104. 104. 1.RESULTS start with your TOP PERFORMERS
  105. 105. 1. RESULTS start with your TOP PERFORMERS 2.POTENTIALS
  106. 106. 1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3.CHARACTERISTICS
  107. 107. ü Selecting people most likely to succeed in a job Solution used throughoutü Accelerate onboarding the employee life-cycleü Clone and retain top performersü Target areas for developmentü Identify and lead hi-potentialsü Enabling strategic workforce management and succession planning RETURN ON INVESTMENT (ROI) / BENEFITS
  108. 108. 1. How well will the worker “fit” the new job? Assess “The Total Person”
  109. 109. 2. Will the worker have the “skills” to performthe new job? oving in your ent currently m 3. How is tal organ ization?
  110. 110. IDENTIFY YOUR TALENT5 GAPS & STRATEGY TO CLOSE THEM
  111. 111. STRATEGIES TO CLOSEB TALENT GAPS4 ’s
  112. 112. STRATEGIES TO CLOSE B TALENT GAPS4 ’sBuild
  113. 113. STRATEGIES TO CLOSE B TALENT GAPS4 ’sBuild Bounce
  114. 114. STRATEGIES TO CLOSE B TALENT GAPS4 ’sBuild Buy Bounce
  115. 115. STRATEGIES TO CLOSE B TALENT GAPS4 ’sBuild Buy Bounce Borrow
  116. 116. 6 Implement your
  117. 117. 3 key lessonsthat will help yourStrategic Workforce PlanningeffortsSucceed!
  118. 118. 1. Secure top-level executive sponsorship
  119. 119. 2. Don’t attempt to swallow theentire elephant at once
  120. 120. And  finally….
  121. 121. Measure7 metrics that matters
  122. 122. start with yourTOP PERFORMERS
  123. 123. 1.RESULTS start with your TOP PERFORMERS
  124. 124. 1. RESULTS start with your TOP PERFORMERS 2.POTENTIALS
  125. 125. 1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3.CHARACTERISTICS
  126. 126. To summarize ...
  127. 127. 6 StepsSTRATEGIC WORKFORCE PLANNING
  128. 128. 1 2 3 Establish where your Understand your labor Understand your business is going market future talent demand 4 5 6Assess your current Identify your talent gaps and Implement your talent inventory strategies to close them strategies
  129. 129. HEINTJIE SANTOS Assessment Solution Expert | Country Director, Singapore Connect with me Heintjie.Santos@profiles.com.sgTHANK YOU > >
  130. 130. 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!
  131. 131. 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
  132. 132. A Clear Target for Success… ...against which people can be graphically and quantifiably compared, has implications for... § Selection § Development Report designed for Performance Model Sales & Business Development Exec. § Coaching § Management § Succession PlanningReceive a Complementary Critical Job Study!
  133. 133. 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
  134. 134. Contact Us help make your We can Strategic Workforce Planning a Profiles Assessment Asia (Pte.) Limited Success! An Authorized Strategic Business Partner of Profiles International 14 , Robinson Road, #08-01A, Far East Finance, Singapore 048545 Here to Get Started Click with a Free Trial and Consultation Email: info@profiles.com.sg Telephone: 65717031 No Upfront Investment, No Obligation, Fax: 63334636 100% Risk Free Website: www.profiles.com.sg CALL US +65 65717031 | EMAIL US info@profiles.com.sg Share , Connect and Follow Uswww.profiles.com.sgwww.profiles.com.sg©2012 Profiles International, Inc. All rights reserved.

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