Attract And Retain Top Performers

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Are you using assessments in your recruitment practices? Have you thought about using them to enhance employee performance?

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  • **Need Elastic Band (See page 29) [Rubber band to break]
  • Attract And Retain Top Performers

    1. 1. Enhancing Success Attracting, engaging and retaining top performers Glen Sollors, Consultant Assess Your Talent www.assessyourtalent.com
    2. 2. <ul><li>Today’s challenges </li></ul><ul><li>Facts on engagement and performance </li></ul><ul><li>What makes a top performer? </li></ul><ul><li>Retaining, engaging and recruiting the best </li></ul><ul><li>Coaching and training </li></ul><ul><li>Workforce compatibility </li></ul><ul><li>Leadership succession </li></ul><ul><li>ProfileXT TM overview </li></ul>Presentation Overview
    3. 3. The current HR reality <ul><li>Reduced talent management budget </li></ul><ul><li>Hiring freezes, layoffs, salary cutbacks… </li></ul><ul><li>Talent retention is not a big concern </li></ul><ul><li>Getting more from less </li></ul><ul><li>Managing motivation and fear </li></ul><ul><li>Talent management and engagement is critical. </li></ul>
    4. 4. The Future Reality <ul><li>An aging workforce </li></ul><ul><li>The return of the employee driven market </li></ul><ul><li>Generation Y wants to be involved </li></ul><ul><li>Return of fair compensation demands </li></ul><ul><li>Fewer competitors – more acquisitions and mergers </li></ul><ul><li>How will your employees remember you? </li></ul>
    5. 5. Bottom line <ul><li>Talent drives success </li></ul><ul><li>Top talent is sought after </li></ul><ul><li>Poor performers are out there </li></ul><ul><li>Need to attract and retain the best </li></ul><ul><li>Companies that understand and engage the strengths and talents of their employees will lead in performance. </li></ul>
    6. 6. My belief <ul><li>“ People are happiest and most productive when they are fully engaged and winning.” </li></ul>
    7. 7. … Seem too big a statement? The right people can be the difference between extinction & survival, profit and loss…
    8. 8. The Performance Reality <ul><li>Typically in every company: </li></ul><ul><li>16% of employees are ‘Non-Producers’ </li></ul><ul><li>68% of employees are ‘Average Producers’ </li></ul><ul><li>16% of employees are ‘Superior Producers’ </li></ul><ul><li>What is your return on investment? </li></ul>
    9. 9. Employee Return on Investment <ul><li>AVERAGE producers typical output*: </li></ul><ul><li>Professionals and management: 48% </li></ul><ul><li>Skilled: 32% </li></ul><ul><li>Entry Level: 19% </li></ul><ul><li>*Productivity level as a percent of salary </li></ul>
    10. 10. ROI Calculator <ul><li>Salary x Productivity Level % = Employee ROI </li></ul><ul><li>Then </li></ul><ul><li>Salary – Employee ROI = $ Loss/Profit </li></ul>
    11. 11. Why does this matter? <ul><li>Entry Level Employees </li></ul><ul><li>-‘Average’ workers output = 19% more than ‘Non-producers’ </li></ul><ul><li>-‘Superior’ workers output = 19% more than ‘Average’ </li></ul><ul><li>-‘Superior’ workers output = 38% more than Non-producers’ </li></ul><ul><li>Skilled Employees </li></ul><ul><li>-‘Average’ workers output = 32% more than ‘Non-producers’ </li></ul><ul><li>-‘Superior’ workers output = 32% more than ‘ Average’ </li></ul><ul><li>-‘Superior’ workers output = 64% more than Non-producers’ </li></ul><ul><li>Management / Professional </li></ul><ul><li>-‘Average’ workers output = 48% more than ‘Non-producers’ </li></ul><ul><li>- ‘Superior’ workers output = 48% more than ‘ Average’ </li></ul><ul><li>- ‘Superior’ workers output = 96% more than ‘Non-producers’ </li></ul>
    12. 12. Implications <ul><li>If any position is below average, the loss is doubled – but so is the potential for improvement </li></ul><ul><li>Every time you move performance in any single job from ‘average’ to ‘superior’, you have a measurable financial impact </li></ul>
    13. 13. Your Challenge <ul><li>To ensure that every “people” decision whether hiring, placement, promotional or development is aimed at promoting ‘superior’ performance by engaging what the employee is good at. </li></ul>
    14. 14. When do people perform at a superior level? <ul><li>“ It’s not experience – or college degrees – or other accepted factors……(it) hinges on fit with the job.” </li></ul>
    15. 15. You get two shots at superior performance <ul><li>1. Place the right people the first time </li></ul><ul><li>2. Coach the people you have and progress them in the right positions </li></ul>
    16. 16. Have you ever hired or promoted someone that: <ul><li>Did not live up to your expectations? </li></ul><ul><li>Exceeded your expectations? </li></ul><ul><li>How different were the processes used? </li></ul><ul><li>… predicting superior performance is all about having enough of the right information when you make people decisions. </li></ul>
    17. 17. What you don’t see could sink you
    18. 18. What makes a top performer? <ul><li>Cognitive abilities </li></ul><ul><li>Behavioural attributes </li></ul><ul><li>Occupational alignment </li></ul><ul><li>The right motivation and training </li></ul><ul><li> Top performers match their job. </li></ul>
    19. 19. Why have top performers? <ul><li>They impact the bottom line </li></ul><ul><li>More competitive </li></ul><ul><li>Greater job satisfaction </li></ul><ul><li>Higher attendance records </li></ul><ul><li>Increased engagement levels </li></ul><ul><li>Reduced turnover </li></ul><ul><li>To attract more </li></ul><ul><li>What if all your employees were top performers? </li></ul>
    20. 20. How do we understand? ? Skill Fit Education, Training, Experience, Skills, etc. Company Fit Attitudes,Values, Demeanor, Appearance, Integrity
    21. 21. By knowing the facts Skill Fit Education, Training, Experience, Skills, etc. Company Fit Attitudes,Values, Demeanor, Appearance, Integrity Job Match Personality, Abilities, Interests
    22. 22. Performance is about job fit <ul><li>Superior performers: </li></ul><ul><li>Deal with the mental demands </li></ul><ul><li>Are comfortable with environment and people they must work with </li></ul><ul><li>Enjoy the work and are motivated to do it </li></ul>
    23. 23. Recruiting: What it takes Interview + Background Check + Personality & behaviour + Mental Abilities + Interests & Motivators + Job Matching
    24. 24. Identifying fit <ul><li>Create the success profile of various positions </li></ul><ul><li>Know what abilities, skills, behaviours and occupational interests are required </li></ul><ul><li>Use an objective assessment tool, direct report feedback and other input to identify what is crucial for the role </li></ul><ul><li>Identify the critical differences of the top and bottom performing employees through assessments </li></ul>
    25. 25. Applying fit <ul><li>Recruit people that fit </li></ul><ul><li>Align employees based on their attributes – where will they be successful? </li></ul><ul><li>Provide managers with objective employee instructions – not perceptions </li></ul><ul><li>Give managers the right tools to enhance employee fit and performance from the start </li></ul><ul><li>Engage employees in strength based dialogue – grow your talent </li></ul><ul><li>Create the right career path </li></ul>
    26. 26. The pro’s of assessments <ul><li>Provides objective data on employee behaviours, attributes and occupational fit </li></ul><ul><li>Helps engage employees in their strengths </li></ul><ul><li>Increases productivity and performance </li></ul><ul><li>Gives managers factual data to coach employees with </li></ul><ul><li>Builds understanding of individual motivation requirements </li></ul><ul><li>Identifies leadership potential </li></ul><ul><li>Helps pinpoint training requirements and learning strategies </li></ul>
    27. 27. The con’s of assessments <ul><li>Need to be used </li></ul><ul><li>It’s not the be all and end all of understanding </li></ul><ul><li>Can be viewed as a labeling tool </li></ul><ul><li>Resistance to assessment use </li></ul><ul><li>Employees may object to results </li></ul><ul><li>They speak the truth </li></ul><ul><li>Results could create conflict if not communicated properly </li></ul><ul><li>What’s perception; What’s reality? </li></ul><ul><li>Many options – possible risks </li></ul>
    28. 28. What’s the right assessment for you? <ul><li>- Can it be used for a purposeful manner? </li></ul><ul><li>- How will they be used? </li></ul><ul><li>- Will if fit your scalability needs? </li></ul><ul><li>- Does it look at the &quot;whole-person&quot; </li></ul><ul><li>- Is it unbiased and fair to all groups? </li></ul><ul><li>- How is the reliability? </li></ul><ul><li>- Are reports included? </li></ul><ul><li>- Are the results easy to understand? </li></ul><ul><li>- Is training/certification required? </li></ul><ul><li>- Are results secure and manageable? </li></ul><ul><li>- Can the one managing performance use it? </li></ul>
    29. 29. Use Assessments to manage talent <ul><li>Employee Engagement – Coaching </li></ul><ul><li>Training and Development </li></ul><ul><li>Team Building </li></ul><ul><li>Workforce Compatibility </li></ul><ul><li>Leadership Succession </li></ul><ul><li>Outplacement </li></ul>
    30. 30. Coaching <ul><li>The foundation of discussion </li></ul><ul><li>Creates objective and trust based relationships </li></ul><ul><li>Develop and leverage employee strengths </li></ul><ul><li>Understand how employees are inspired </li></ul><ul><li>Discuss how the employee can best contribute to team/organization success </li></ul><ul><li>Use job fit to examine career progression </li></ul><ul><li>Build management skills </li></ul>
    31. 31. Training and development <ul><li>Understand what behaviours and skills are required based on the employee </li></ul><ul><li>How will the employee learn? Apply the best methodology </li></ul><ul><li>Motivate employees to engage in training by making it clear you are enhancing their strengths </li></ul><ul><li>Implement strength based mentoring programs </li></ul><ul><li>Invest in your employees and they will invest in you </li></ul>
    32. 32. Team Building <ul><li>Understand your team dynamics </li></ul><ul><li>What are the strengths and weaknesses? </li></ul><ul><li>How can the be managed? </li></ul><ul><li>Any gaps? How will they be managed? </li></ul><ul><li>Engage employees by coaching them on how they can apply their strengths </li></ul><ul><li>Implement team member mentoring </li></ul><ul><li>Enhance pro-active collaboration </li></ul>
    33. 33. Workforce compatibility <ul><li>- Understand strengths and weaknesses of the direct report and employee </li></ul><ul><li>- How will they work best together? </li></ul><ul><li>- What skills do each have? – use this to enhance collaboration </li></ul><ul><li>- Understand what motivates your employees to be top performers </li></ul><ul><li>- Reduce conflict, improve trust and engage in dialogue that works for the individual </li></ul>
    34. 34. Leadership succession <ul><li>Know how your leaders behave, what skills they have and how they are wired. What makes them a good leader? </li></ul><ul><li>Identify top performer profiles for all your job positions </li></ul><ul><li>Profile your people – know where they will best fit when making promotion decisions </li></ul><ul><li>Identify leadership potential and develop strengthen their talents </li></ul>
    35. 35. Outplacement <ul><li>Helps employees understand themselves </li></ul><ul><li>Provides guidance in career direction </li></ul><ul><li>Renews confidence in their true abilities </li></ul><ul><li>Gives them a foundation of understanding where and how they will perform at their best </li></ul>
    36. 36. A tool that gives you the total person facts and puts their future into perspective.
    37. 37. What clients have said <ul><li>Retention increased by 30% </li></ul><ul><li>Employee satisfaction up 41% </li></ul><ul><li>Sales increased from 33 to 300% </li></ul><ul><li>Gross margin increased by 43% </li></ul><ul><li>Turnover reduced by 54% </li></ul><ul><li>Manufacturing production increased by four times </li></ul><ul><li>Helped set employees up for success </li></ul>
    38. 38. <ul><li>Organizations have reported: </li></ul><ul><li>Retention increased 30% </li></ul><ul><li>Employee Satisfaction up 41% </li></ul><ul><li>Sales increased 33% to 300% </li></ul><ul><li>Gross Margin increased 43% </li></ul><ul><li>Turnover reduced by 54% </li></ul><ul><li>Manufacturing production increased by four times </li></ul>Profit, Loss and Retention
    39. 39. Can The Person Do The Job? Will The Person Do The Job? The Profile XT Measures THE TOTAL PERSON Does the Person Have What It Takes To Do The Job Long Term?
    40. 40. Profile XT reports available <ul><li>Jobfit: Placement Report with Interview Questions </li></ul><ul><li>Jobfit: Coaching Report </li></ul><ul><li>Manager/Employee Compatibility Report </li></ul><ul><li>Career Plan Report </li></ul><ul><li>Succession Planning Report </li></ul><ul><li>Career Coach Report </li></ul><ul><li>Applicant Source Report </li></ul>
    41. 41. Other Profiles assessments <ul><li>Performance Indicator </li></ul><ul><li>Profiles Team Analysis </li></ul><ul><li>Profiles Sales Indicator </li></ul><ul><li>Customer Service Profile </li></ul><ul><li>Profile Workforce Compatibility </li></ul><ul><li>Checkpoint 360 </li></ul><ul><li>On-line Leadership Skill Builders </li></ul>
    42. 42. The Profiles difference <ul><li>Highest validity and accuracy rating in the industry </li></ul><ul><li>Normative and ipsative measurements used </li></ul><ul><li>Measures the total person – Cognitive, behavioural and interests for job fit </li></ul><ul><li>Reports are included and available 24/7 </li></ul><ul><li>Results are easy to understand and interpret </li></ul><ul><li>Job matches are fully customizable </li></ul><ul><li>Helps with talent management and engagement initiatives </li></ul>
    43. 43. What to remember <ul><li>There is a demand for top performers – how will you build and secure yours? </li></ul><ul><li>Job fit is only the first step in performance </li></ul><ul><li>It’s important to understand the “total person” </li></ul><ul><li>Empower managers to engage their employees through easy to use tools </li></ul><ul><li>Engage your employees in their strengths – they will engage in your success </li></ul>
    44. 44. Enhance the future of your people, your business and your success.

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