The document discusses the importance of identifying and retaining top performers in the workplace to enhance profitability, emphasizing that superior performance hinges on job fit rather than traditional metrics like experience or education. It outlines various testing methods for better hiring decisions, advocating for a comprehensive assessment of candidates to ensure alignment with both job requirements and company culture. Successfully converting low or average performers to superior levels can yield significant financial benefits for organizations.

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Faster T k t Profitability:
F t Track to P fit bilit
Identifying & Retaining Top Performers
Sponsored by
Right Ability

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Right Ability Tools Helps:
g y p
Minimize Workplace Theft
Hire The Right People Identify Reliable People
Increase Sales
Motivate Employees
Improve Productivity
Make Managers More Effective
Reduce Turnover

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Have you ever hired or
promoted a person who was
not what they appeared to be?

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What if you hired someone who
greatly exceeded your
expectations?
t ti ?

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(About Superior Performers)
“It’s not experience –
or college degrees
or other accepted factors…
…it hinges on fit with the job.”

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“Superior’ producers
fit their jobs and:
• Can deal with the mental demands of the position
• Are comfortable with the demands of the environment and
people they work with
• Enjoy the work and are motivated to do it

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Using Resumes & Interviews Only
What you see: Just the surface

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Using Resumes & Interviews Only
What you don’t see: What’s underneath

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Increase the Chances of a
High Performance Hire
Interview
I t i 14%
Background Checking 26%
Personality Testing 38%
Abilities Testing 54%
66%
Interests Testing
75%
Job Matching
Sources:
S Professor Mik S ith U i
P f Mike Smith, University of M
it f Manchester, A
h t August 1994
t
John 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.

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What was different about the method
used to hire these people?
O
OR

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The Selection Process:
Using an Interview and
g
Background Check only
Skill Fit Company Fit
Education,
Education Attitudes, Values,
Training, Demeanour,
Experience, Appearance,
Skills, Etc. Integrity
“Checking the Past” & “Reviewing the Present
Checking Past Reviewing Present”

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Hiring the Super Performer –
includes...Job Matching
Company Fit Job Match
Skill / Fit • Learning Index
•Education •Attitudes,Values
•Training •Demeanour • Behavioral Traits
•Experience
Experience •Appearance
A • Occupational Interest
•Skills, Etc. • Integrity
…Check the total person
p

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What does Job Matching include ?
at atc g c ude
Learning, reasoning and problem solving
Thinking Style approach
Measures the tendency towards
restlessness and drive, and deals
Behavioral Traits with i
ith issues such as efficiency and time
h ffi i d ti
utilization, measures energy level, social
ability etc.
What Type Occupations is the candidate
interested in?
Occupational
p  Enterprising
Interests • Financial/Administrative
• People Service
• Technical
• Mechanical
• Creative

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Summary
• If all of your people are ‘superior’ performers you have
superior
great potential for bottom line gains
• Every time you move an employee s performance from
employee’s
“low to average’ OR ‘average’ to ‘superior’ you enjoy a
measurable financial impact
• Regardless of organization size, your potential for
reduced expenses, increased productivity and
p , p y
increased revenue are great
Cost Effective
Cost-Effective Solutions with a very high ROI

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For more information contact:
Sales@RightAbility.com
Phone: 866 406-2144
Fax: 866.723.8819