Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Kelsey Trail Health Region

553 views

Published on

If you are a Health Region or Organization this presentation will show you what they are doing to decrease overtime and hire the best people.

  • Be the first to comment

  • Be the first to like this

Kelsey Trail Health Region

  1. 1. Kelsey Trail Health Region Profiles International
  2. 2. What is an assessment? <ul><li>Webster says, “to estimate or determine the significance, importance, or value of; </li></ul><ul><li>… to evaluate” </li></ul>
  3. 3. What an assessment isn’t: It is not a TEST!!
  4. 4. Assessments will provide information on: <ul><li>Integrity, work ethic, reliability </li></ul><ul><li>Ability, interests, behavioral traits </li></ul><ul><li>Behavioral tendencies, team </li></ul><ul><li>interface, compatibility </li></ul><ul><li>Sales ability </li></ul><ul><li>Perception of managerial and leadership competencies </li></ul>
  5. 5. Why use assessments? <ul><li>33% of bankruptcies are due to employee theft </li></ul><ul><li>Employees steal 10-times more than shoplifters </li></ul>Some information: <ul><li>Absenteeism costs a 50-person </li></ul><ul><li>company $30,000 to $50,000 </li></ul><ul><li>annually </li></ul>
  6. 6. Why use? <ul><li>67% of people working today are in positions where they are not entirely happy doing what they are doing </li></ul><ul><li>41% of people working today are doing something different from what they trained for in school </li></ul>
  7. 7. Why use? <ul><li>In interviewing potential employees, 63% of the time the decision to hire (or not) is made in the first 4.3 minutes of the interview. </li></ul><ul><li>It’s not experience – or college degrees or other accepted factors; success hinges on a fit with the job! </li></ul>
  8. 8. Peter Drucker states: <ul><li>“ Chances are good that up to 66% of your Company’s hiring decisions will prove to be mistakes in the first twelve months” </li></ul><ul><li>(This doesn’t mean that people will leave…in fact most of them want to stay!) </li></ul>
  9. 9. When should we use assessments? <ul><li>Assessments should be an integral part of every business’ operations from pre hire through retirement. </li></ul><ul><li>The goal is to address people challenges before they impact operations. </li></ul>
  10. 10. When to use: <ul><li>If you are hiring, simply put the right person in the right place. </li></ul><ul><li>For your current workforce: </li></ul><ul><li>- Determine if all are well placed </li></ul><ul><li>- Gain insight on all employees to coach, </li></ul><ul><li>manage & motivate to greater success. </li></ul>
  11. 11. When to use: <ul><li>For your current workforce: </li></ul><ul><li>Develop (continuously) improvement </li></ul><ul><li>in management and leadership </li></ul><ul><li>Embrace succession </li></ul><ul><li> planning </li></ul>
  12. 12. Who should use assessments? <ul><li>Everyone who has people responsibilities should have information on themselves and all of their people to understand: </li></ul><ul><li>Capability/capacity </li></ul><ul><li>Style/behavior </li></ul><ul><li>Compatibility </li></ul><ul><li>Perception (as a manager/leader) </li></ul>
  13. 13. The BENEFITS of using assessments: <ul><li>Lower turnover </li></ul><ul><li>Better work ethic </li></ul><ul><li>Greater reliability </li></ul><ul><li>Lower fringe benefit costs </li></ul>
  14. 14. BENEFITS: <ul><li>Greater productivity </li></ul><ul><li>Happier employees </li></ul><ul><li>Greater motivation </li></ul><ul><li>More team synergy </li></ul><ul><li>Less stress, tension </li></ul>
  15. 15. BENEFITS: <ul><li>Improved Management/Leadership </li></ul><ul><li>Continuous improvement </li></ul><ul><li>Increased sales </li></ul><ul><li>Better customer service </li></ul><ul><li>Increased PROFITABILITY </li></ul>
  16. 16. SUMMARY <ul><li>“ In these days of talent wars, the best way to keep your stars is to know them better than they know themselves – and then use that information to customize the careers of their dreams.” </li></ul><ul><li>– “ Job Sculpting: The Art of Retaining Your best People” </li></ul><ul><li>Harvard Business Review </li></ul><ul><li>September. - Oct. 1999 </li></ul>
  17. 17. Profiles International The Information Company
  18. 18. PROFILES OFFICES <ul><li>International Offices in 50 Countries, including: </li></ul>Canada – Mexico – Australia Germany – France – England Norway – Sweden – Finland Spain – Portugal – Italy India – Malaysia – Hungary Israel – Egypt – Turkey American Automobile Association Freightliner American Income Life Mercedes Benz Time Warner AT&T Sentry Insurance Terminex ShopRite McDonald’s Burger King United Freight Service Valassis Communications UniFirst A Few Of Our Clients: OVER 25,000 Clients 45 Regional Offices 700 Local Offices
  19. 19. Have you ever hired someone who did not reach your expectations?
  20. 20. There are 3 Opportunities to Improve the Performance of Your People <ul><li>Selection Process & Job Fit </li></ul><ul><li>(Prevention) </li></ul><ul><li>Management & Motivation </li></ul><ul><li>(Coaching and Training) </li></ul><ul><li>Continuous Growth </li></ul><ul><li>(Never inspected always neglected) </li></ul>
  21. 21. Selection Process – Step 1 History Résumé, Past Employment, Education, Background Check PAST
  22. 22. Selection Process – Step 2 History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, Step One Survey PRESENT PAST
  23. 23. The Interview <ul><li>“ 63% of all hiring decisions are made during the first 4.3 minutes of an interview.” </li></ul><ul><li>– SHRM Study, reported in USA Today </li></ul>
  24. 24. Check Applicants <ul><li>33 % of all business failures are caused by employee theft </li></ul><ul><li>Employees steal 10 times more than shoplifters </li></ul><ul><li>Absenteeism costs a 50 employee company $30m - $50m annually </li></ul>This is your applicant pool!
  25. 25. The Step One Survey <ul><li>Provides a structured interview and employment history </li></ul>
  26. 26. Confidential Report     Mary Prospect   Wednesday, April 25, 2001                             Profiles International 5205 Lake Shore Dr. Waco, Texas 76710 254-751-1644 CANADIAN  
  27. 27.     Before asking the applicant these questions…   Government regulations and guidelines restrict the interviewer from making inquiries which are not job related. The interviewer must avoid questions about a person’s lifestyle (like sexual orientation or marital status, alcohol or drug use). Note there are no suggested verbal interview questions to expand the applicant’s response. The answer could reveal absences due to medical conditions protected by regulations and guidelines. Therefore, it is best for the interviewer not to inquire about reasons for absences.   (2) How did you come to the decision that you are being underpaid? (3) You haven't worked at your present position very long. Do you usually start looking for other work after only such a short time on the job? (5) What do you expect to get paid for the position you are applying for? (6) What is keeping you from going to work in this new position today or tomorrow? (14) You stated you were late to work 1 to 3 times in the last year. How can we be confident that if you are hired you will show up to work on time every day? (15) Tell me how you won the trust of your supervisor to a point he/she would let you complete or forward work without final approval. (18) Tell me more about your feelings concerning dress and appearance in the work place. (20) You stated that when you had a problem with a supervisor you kept your thoughts to yourself and kept working. Give me more details. (22) You indicated some other area that you need to improve as an employee. What do you need to improve? (23) You state that you are &quot;the best&quot; at what you do. What makes you so good? (29) Explain your personal reasons for leaving your last or present position Section I Verbal Interview Suggestions April 25, 2001 Mary Prospect Copyright © 1999,2000 Profiles International, Inc. 3
  28. 28. Integrity   5   (41) According to Mary, THERE ARE GOOD REASONS TO STEAL FROM OTHERS. (54) As long as she INTENDS to bring them back, Ms. Prospect feels it MAY BE OKAY to borrow tools from work. Reliability   6   (72) Ms. Prospect feels it's okay to take off early from work if all her work is finished. Work Ethic   7  (42) Doing too good a job will just get her more work than everyone else, according to Ms. Prospect Section II April 25, 2001 Mary Prospect Copyright © 1999,2000 Profiles International, Inc. 4
  29. 29. The data from Section II is summarized in the table below. Please note that the higher the attained score on each scale, the more favorable the results for that scale.   The Distortion Scale deals with how candid and frank the respondent was while taking this assessment. The range for this scale is 1 to 9, with higher scores suggesting greater candor.   The Distortion Scale score on this assessment is 9 Section II April 25, 2001 Mary Prospect Copyright © 1999,2000 Profiles International, Inc. 5 SCALE Low           High Integrity Adherence to moral and ethical principles acceptable in the workplace  ‚ ƒ „  † ‡ ˆ ‰ Reliability Attitudes towards tardiness and personal dependability deemed acceptable in the workplace  ‚ ƒ „ … ‘ ‡ ˆ ‰ Work Ethic Belief in the value of work and supervisory relationships acceptable in the workplace  ‚ ƒ „ … † ’ ˆ ‰
  30. 30. Selection Process – Step 3 History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, Step One Survey PRESENT PAST Testing & Job Match FUTURE
  31. 31. Utilize All Of Your Resources Interview Background Checks & Integrity Testing Personality Testing Ability Testing Interest Testing Job Matching 75% 66% 54% 38% 26% 14% – Psychological Bulletin Vol. 96, No. 1, August 1994 Professor Mike Smith, University of Manchester + + + + +
  32. 32. “ It’s not experience that counts - or college degrees or other accepted factors; success hinges on a fit with the job .”
  33. 33. 41% - Not formally educated or trained 67% - Unhappy and/or dissatisfied with current position – United States Bureau of Labor Statistics
  34. 34. The Total Person 10% - Good But Limited Information: 90% - Essence of the Total Person: Skills, Experience & Company Match <ul><li>Thinking Style </li></ul><ul><li>Occupational Interests </li></ul><ul><li>Behavioral Traits </li></ul><ul><li>Job Fit </li></ul>
  35. 35. Seeking The Total Person History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, Step One Survey PRESENT PAST Testing & Job Match: The Profile FUTURE
  36. 36. The ProfileXT
  37. 37. What The ProfileXT Measures <ul><li>Can the person do the job? </li></ul><ul><li>Will the person do the job? </li></ul><ul><li>How will the person do the job? </li></ul>
  38. 38. CAN The Person Do The Job? Thinking Style Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
  39. 39. The Learning Index ONE GALLON ONE GALLON
  40. 40. WILL The Person Do The Job? Occupational Interests Enterprising Financial/Administrative People Service Technical Mechanical Creative 1 2 3 4 5 6 7 8 9 10
  41. 41. HOW Will The Person Do The Job? 1 2 3 4 5 6 7 8 9 10 Behavioral Traits Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgement
  42. 42. The JobMatch™ Pattern <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show requirements for the jobs in your company </li></ul><ul><li>Use these patterns for: </li></ul><ul><li>Placement </li></ul><ul><li>Retention </li></ul><ul><li>Training </li></ul><ul><li>Promoting </li></ul><ul><li>Managing </li></ul><ul><li>Planning </li></ul>
  43. 43. The Profile – Good JobMatch
  44. 44. The Profile – Inadequate JobMatch Job Profile Summary Job Pattern: Sales Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Thinking Style Occupational Interests Behavioral Traits People Service Technical Creative Financial/Administrative Assertiveness Energy Level Sociability Enterprising Manageability Attitude Decisiveness Accommodating Independence Objective Judgement Mechanical Distortion 10 Overall Job Match 62%
  45. 45. Interview Questions <ul><li>What kind of high stress situations have you experienced in which important calculations were necessary? </li></ul><ul><li>When making budgetary decisions, can you rapidly see where resources can be reallocated or redistributed? </li></ul><ul><li>If required to organize financial data, what would motivate you best to get the job done? </li></ul><ul><li>If working long hours analyzing data or solving technical problems, what ways do you maintain your motivation to persevere? </li></ul>
  46. 46. The Profile - Available Reports <ul><li>The Placement Report </li></ul><ul><li>The Individual Report </li></ul><ul><li>The Coaching and Managing Report </li></ul><ul><li>The Multi-Job Match Report </li></ul><ul><li>The Job Summary Report </li></ul><ul><li>The Job Summary Graph </li></ul>
  47. 47. THE COMPLETE SYSTEM Pre-Hire to Retirement; Identify, Select, Match, Coach, Manage, Motivate, Grow - Increased Productivity --- and PROFITABILITY!
  48. 48. One Decision Can Change Your Business’ Future!

×