Employee Performance Improvement


Published on

Every business must get the maximum level of performance possible from every employee. Selecting, placing, and then coaching employees helps them be happier and more productive. That inturn helps the business be more successful. This is a real win/win.

Published in: Business
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Employee Performance Improvement

    1. 1. Presented by: John R. Eve Excellence Achievement LLC
    2. 2. Excellence Achievement TM Dedicated to the performance excellence of organizations and people <ul><li>We provide services related to achieving excellence in organizations and people. </li></ul><ul><li>Profiles International TM has some of the most reliable, proven, cost effective, and useful people assessment tools on the market. </li></ul><ul><li>We work with all size companies from small to Fortune 500 companies and we focus on helping our clients resolve their people issues. </li></ul><ul><li>I personally ensure solutions we provide work. </li></ul>
    3. 3. Founded in 1991 Now with o ver 700 Local Offices 40,000 Clients 100 Countries Profiles International TM is a leading people assessment company
    4. 4. A few Profiles clients
    5. 5. What some of our clients tell us: John Porretto, Executive Vice President University of Texas Health Science Center We reduced our turnover by a third, thanks to Profiles. Dave Lund Los Angeles Freightliner Using Profiles’ instruments slashed our turnover and increased gross profits by well over $100,000 a year. James M.D. Maloney, President United Freight Service, Inc. Profiles’ Internet convenience gives me the information I want when I need it.
    6. 6. Companies face two types of problems…… Systems Problems People Problems Profiles International focuses on people problems.
    7. 7. What people related problems are you struggling with?
    8. 8. Studies indicate that People Problems are: <ul><li>The most costly – Companies today spend from 50% to 80% of their gross revenue on employee-related costs. </li></ul><ul><li>The most difficult to fix – They are emotional. </li></ul><ul><li>The hardest to isolate – No line item on the financial statement </li></ul><ul><ul><li>Recruiting cost </li></ul></ul><ul><ul><li>Turnover cost </li></ul></ul><ul><ul><li>Lost Opportunity cost </li></ul></ul>
    9. 9. <ul><li>The Most Recurring </li></ul><ul><ul><li>Peter Drucker says 66% of hiring decisions prove to be wrong in 12 months and the people who are mis-hired seldom quit. They Stay! </li></ul></ul><ul><ul><li>67% of employed people have positions in which they are not happy. </li></ul></ul><ul><li>The Most Time-Consuming </li></ul><ul><li>Peter Drucker says 60% of management’s time is spent fixing people problems and just 40% working to achieve corporate goals. </li></ul>People Problems are:
    10. 10. People are the key to the success of almost all endeavors. Jim Collins, author of Good to Great says: <ul><li>Put the right people on the bus. </li></ul><ul><li>Get the wrong people off the bus. </li></ul><ul><li>Put the people in the right seats on the bus. </li></ul><ul><li>The bus will take you where you want to go. </li></ul>
    11. 11. Producers make a Difference! <ul><li>Unskilled / Semi-skilled </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 </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>Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.
    12. 12. Why do we continue to put the wrong people in our jobs? <ul><li>We do not see our employees as the #1 asset in our company. </li></ul><ul><li>We spend more time buying a computer than we do selecting people. </li></ul><ul><li>We believe that poorly selected people are a normal part of doing business. </li></ul><ul><li>We think we can change people. </li></ul>
    13. 13. Our hiring practices may be too “instinctive” and not scientific enough.
    14. 14. Have you ever hired someone who disappointed you?
    15. 15. Resumes are often not the information we need…
    16. 16. Resumes are not always reliable <ul><li>A majority of applicants stretch the truth on resumes! </li></ul><ul><li>More than half, 55%, lied about length of past em pl oyment. </li></ul><ul><li>Past salaries, 52% </li></ul><ul><li>criminal records, 45% </li></ul><ul><li>former job titles, 44% </li></ul><ul><li>former employers, 34% </li></ul><ul><li>driving records, 33% </li></ul><ul><li>degrees, 28% </li></ul><ul><li>credit, 24% </li></ul><ul><li>schools attended, 22%. </li></ul><ul><li>Some 15% percent falsify their social security numbers! </li></ul><ul><li>(SHRM Study) </li></ul>
    17. 17. 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
    18. 18. How can we begin to fix this problem? <ul><li>By getting more information about our candidates. </li></ul><ul><li>By getting more information about our existing employees. </li></ul>
    19. 19. How do we get this information? <ul><li>Careful Screening </li></ul><ul><li>Integrity assessments to measure attitudes toward theft, drugs, reliability, and work ethic. </li></ul><ul><li>Assessments to get information </li></ul><ul><ul><li>Behavior/ Personality </li></ul></ul><ul><ul><li>Thinking Style - abilities </li></ul></ul><ul><ul><li>Occupational Interests </li></ul></ul><ul><ul><li>Job Matching </li></ul></ul><ul><li>Effective Structured Interviews </li></ul><ul><li>Reference Checking </li></ul><ul><li>Drug Testing </li></ul><ul><li>Background Checks </li></ul>
    20. 20. When you use all of your resources: Sources: Professor Mike Smith, University of Manchester, August 1994. 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 School of Business. 14% 26% 38% 54% 66% 75% Interview Reference Checking Personality Testing Abilities Testing Interests Testing Job Matching
    21. 22. Using Assessments “ The appropriate use of professionally developed assessment tools on average enables organizations to make more effective employment-related decisions than the use of simple observation or random de cision making. ” “ Testing and Assessment: An Employer’s Guide to Good Practices” US Department of Labor Employment and Training Administration
    22. 23. The Challenge is to get this information: <ul><li>Quickly </li></ul><ul><li>Easily </li></ul><ul><li>Cost Effectively </li></ul><ul><li>From a Single Source </li></ul>
    23. 24. Provide the information to hiring managers. <ul><li>Understandable and easy to use </li></ul><ul><li>User friendly </li></ul>So they can make the best people decisions.
    24. 25. Profiles International has practical, proven solutions.
    25. 27. <ul><li>Provides employment history and a structured interview to explore potential issues. Assesses attitudes which affect future behavior. </li></ul><ul><li>Measures attitudes regarding: </li></ul><ul><li>Stealing </li></ul><ul><li>Substance Abuse </li></ul><ul><li>Reliability </li></ul><ul><li>Work ethic </li></ul><ul><li>Benefits include: </li></ul><ul><li>Reduced turnover </li></ul><ul><li>Reduced employee theft </li></ul><ul><li>Reduced absenteeism </li></ul><ul><li>Improved profits </li></ul><ul><li>Higher productivity </li></ul><ul><li>Fewer employee problems </li></ul><ul><li>Reduced liability </li></ul><ul><li>Cost Effective </li></ul>STEP ONE SURVEY
    26. 28. STEP ONE SURVEY II <ul><li>Consists of two parts: </li></ul><ul><li>Direct Admission Questions </li></ul><ul><li>Applicants Attitudes </li></ul>
    27. 29. STEP ONE SURVEY II <ul><li>Measures: </li></ul><ul><li>Personal Integrity </li></ul><ul><li>Substance Abuse </li></ul><ul><li>Reliability </li></ul><ul><li>Work Ethic </li></ul><ul><li>To help select honest, drug free, reliable employees </li></ul>
    28. 30. ProfileXT <ul><li>Multi-purpose “Total Person” assessment to evaluate potential of candidates and employees. Proper placement and coaching improves sales and profits. </li></ul><ul><li>Measures the Total Person to </li></ul><ul><li>determine job fit by evaluating : </li></ul><ul><li>Thinking Style </li></ul><ul><li>Behavioral Traits </li></ul><ul><li>Occupational Interests </li></ul><ul><li>Benefits include improving: </li></ul><ul><li>Hiring decisions </li></ul><ul><li>Promotion decisions </li></ul><ul><li>Coaching </li></ul><ul><li>Placement into critical jobs </li></ul><ul><li>Career Counseling </li></ul><ul><li>Succession plan decisions </li></ul><ul><li>Retention </li></ul><ul><li>Productivity </li></ul>
    29. 31. The Total Person 10% - Good But Limited Information: Skills, Experience & Company Match 90% - Essence of the Total Person: <ul><li>Thinking Style </li></ul><ul><li>Occupational Interests </li></ul><ul><li>Behavioral Traits </li></ul><ul><li>Job Fit </li></ul>
    30. 32. <ul><li>Can the person do the job? </li></ul><ul><li>How will the person do the job? </li></ul><ul><li>Will the person want to do the job? </li></ul>What the ProfileXT Measures
    31. 33. 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>
    32. 34. <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 Multi-Candidate Match Report </li></ul><ul><li>The Job Summary Report </li></ul><ul><li>The Job Summary Graph </li></ul>One Assessment Multiple Useful Reports
    33. 35. Sales Indicator <ul><li>Measures the key qualities that make successful Sales People: </li></ul><ul><li>Competitiveness </li></ul><ul><li>Persistence </li></ul><ul><li>Self Reliance </li></ul><ul><li>Energy </li></ul><ul><li>Sales </li></ul><ul><li>Predicts performance in: </li></ul><ul><li>Prospecting </li></ul><ul><li>Closing Sales </li></ul><ul><li>Call Reluctance </li></ul><ul><li>Self Starting </li></ul><ul><li>Teamwork </li></ul><ul><li>Building & Maintaining Relationships </li></ul><ul><li>Compensation Preference </li></ul><ul><li>Benefits </li></ul><ul><li>Improved Sales </li></ul><ul><li>Increasing Sales Force Productivity </li></ul><ul><li>Sales Coaching </li></ul><ul><li>Career Counseling </li></ul>
    34. 36. Performance Indicator <ul><li>Assesses the key behavioral factors that make employees successful. </li></ul><ul><li>Measures </li></ul><ul><li>Behavioral tendencies in critical, job related competencies. </li></ul><ul><li>Response to stress, frustration, and conflict. </li></ul><ul><li>How to motivate the employee. </li></ul><ul><li>Internal verses external motivation. </li></ul><ul><li>Benefits for the manager and employee include: </li></ul><ul><li>Improving productivity </li></ul><ul><li>Understanding what motivates </li></ul><ul><li>More effective management and coaching </li></ul><ul><li>Understanding team interactions </li></ul><ul><li>Self Awareness </li></ul>Can be used with an entire team to conduct a powerful Team Analysis!
    35. 37. Customer Service Profile <ul><li>Assesses the attitudes and customer service proficiency of employees and job candidates in Healthcare, Financial Services, Hospitality, Business Services, and Retail. </li></ul><ul><li>Measures </li></ul><ul><li>Behavioral Characteristics – Trust, Tact, Empathy, Conformity, Focus, and Flexibility </li></ul><ul><li>Proficiencies – Vocabulary, Numerical </li></ul><ul><li>Benefits include: </li></ul><ul><li>Improved Service </li></ul><ul><li>Better Retention </li></ul><ul><li>More Satisfied Customers </li></ul><ul><li>Improved Sales and Profits </li></ul>
    36. 38. Checkpoint 360 <ul><li>Process to help improve manager effectiveness by providing feedback from the full circle of people with whom they interact. The report explains how to improve. </li></ul><ul><li>Measures </li></ul><ul><li>Eight Universal Management and Leadership Competencies in 18 skill sets with Multi-rater input. </li></ul><ul><li>Utilizes on-line Skill building to improve and expand skills. </li></ul><ul><li>Benefits include: </li></ul><ul><li>Improved retention of managers and employees </li></ul><ul><li>Enhanced productivity, thus improving revenues and profits </li></ul><ul><li>Objective assessment of performance </li></ul><ul><li>Talent management for Succession Planning </li></ul>
    37. 39. Workforce Compatibility <ul><li>Provides insight into compatibility between a manager and their direct reports. </li></ul><ul><li>Measures 7 compatibility characteristics: </li></ul><ul><li>Self-assurance </li></ul><ul><li>Self-reliance </li></ul><ul><li>Conformity </li></ul><ul><li>Optimism </li></ul><ul><li>Decisiveness </li></ul><ul><li>Objectivity </li></ul><ul><li>Approach to Learning </li></ul><ul><li>Benefits: </li></ul><ul><li>Increased manager and employee productivity </li></ul><ul><li>Reduced manager/employee issues </li></ul><ul><li>Faster assimilation of new managers </li></ul>
    38. 40. <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>Maximizing Productivity