We had another great webinar presented by Greg Lowe (Partner/COO) with McKonly & Asbury and Mark Pulaski, CPA, CGMA, CFP (Senior Consultant) with Cornerstone Advisors! Thank you to everyone that attended. We objectively discussed recruiting strategies and the pros and cons of the various methods available in the marketplace today. We then talked about the various tools used for assessing potential new hires, as well as existing staff members that might be considered for promotion. When faced with difficult decisions, choosing the best person with the highest probability for success is how high performance organizations gain an edge. The conversation ended with a focus on both the process and the tools necessary to make the best human capital investments for your organization and was perfect for hiring managers, human resource professionals, or those seeking to evaluate promotion decisions among many good choices. Check out our Upcoming Events page for news and updates on our future seminars and webinars. For more information on this topic or to submit a question for Greg or Mark, use our contact page at www.macpas.com/contact or email them directly at glowe@macpas.com or mpulaski@cornerstoneadvisors.com. You can find out more about Cornerstone Advisors on their website. http://www.macpas.com/webinar-recap-successful-investing-in-human-capital

1. SUCCESSFUL INVESTING
IN HUMAN CAPITAL
G R E G L O W E ( PA R T N E R A N D C O O )
M A R K P U L A S K I C PA , C G M A , C F P

4. SUCCESSFUL INVESTING
IN HUMAN CAPITAL
G R E G L O W E ( PA R T N E R A N D C O O )
M A R K P U L A S K I C PA , C G M A , C F P

5. Greg Lowe
• McKonly & Asbury LLP.
• Partner and COO
• Management &
Consulting Specialist
Mark Pulaski
• Cornerstone Advisors
• CPA, CGMA, CFP
ABOUT US

6. ASSESSMENTS
Effective hiring processes are invaluable
• Hiring mistakes are costly!
Assessments should be part of the mix
• Effective reduction in hiring risk
• Typically a good cost/benefit decision
Unfortunately, too few companies use assessments.

7. ASSESSMENTS
There is no “silver bullet” assessment tool available.
Our advice, use several assessments if it is practically and
economically feasible.

8. • Founded by Kathy Kolbe
• In business for over 25 years
• Used by clients of all size
• Some notable clients include:
• American Express, Chase Bank, Hershey Company, Intel,
Microsoft, Motorola, Prudential, and the U.S. Army
ABOUT KOLBE

9. CENTRAL IDEAS
• Creative Instincts are the first things to kick in after you are motivated to take
action.
• Understanding one’s creative instincts will help the individual to better
manage these energies.
• Understanding others will improve communications, collaboration and
hiring.
• Results = Better Individual Performance + Better Team Performance

10. KOLBE VIEW OF THE MIND
The mind that has the following equal faculties:
• Affective (Emotional) - feelings and motivation
• Desires, beliefs, attitudes, emotional intelligence, preferences, values
…things commonly thought of as personality
• Cognitive (Intellectual) – thought
• IQ, reason, and knowledge, skills gained and experience
• Conative (Functional) – instinctive actions
• Instinct, creative powers, mental energies, talents

11. EMPLOYEE ASSESSMENT PROGRAMS

12. HIGH PERFORMANCE ZONE
Conative = Instinctive behaviors (Kolbe Profile)
Affective = Motivation, Values, Emotional Intelligence
Cognitive = IQ, Skills and Knowledge

13. CONATIVE ISSUES…
Are the ones that keep you awake at night
Burn-out, reduced effectiveness and low joy of accomplishment come from
working against your grain.
The brain works far more efficiently when it has the freedom to perform a task
according to its natural conative patterns of action… the person’s unique M.O.

15. CHARACTERISTICS OF CREATIVE INSTINCTS
• Equal - we all have equal creative energy (100%).
• Neither Right nor Wrong – they represent our strengths/best
methods of operating.
• Unchanging - ingrained and unchangeable.
• 96% Test- Retest

16. CAPTURING INSTINCTIVE BEHAVIOR
• Creative instincts are manifested in a person’s blend of Kolbe Action
Modes®, or their MO.
• Separate and distinct patterns of brain activity exist for each of the
four conative Action Modes®.
• Kolbe Action Modes® constitute observable behaviors that result
from the use of instinctive strengths.

17. PREDICTIVE VALIDITY
Predictor Performance Ratings
The Validity of Different Predictors
of Job Performance
*Source: Wall Street Journal
Kolbe A Index
Cognitive Test Score
Biographical Data
Reference Checks
Education
Interviews
College Grades
Interest
Age
.82
.53*
.37*
.26
.22*
.14*
.11*
.10*
-.01*

18. KOLBE ACTION MODES®
(Listed in Order of Dominance)
• Fact Finder (our instinct to probe)
• Follow Thru (our instinct to organize)
• Quick Start (our instinct to improvise)
• Implementor (our instinct to construct)

19. KOLBE ACTION MODES®
Fact Finder
• Deals with detail, precision and complexity, and provides the
perspective of experience.
Follow Thru
• Deals with structure, order and closure, and provides focus and
continuity. Coordinates with others.

20. KOLBE ACTION MODES®
Quick Start
• Deals with originality, and provides intuition and a sense of vision.
Focuses on the future and anticipates change.
Implementor
• Deals with physical space and ability to operate manually, with
tools/hardware. Creates quality products that will endure.

21. Each Action Mode is
displayed across three
Zones of Operation
ZONES OF OPERATION

22. RANGE OF BEHAVIORS - FACT FINDER
Simplify (1 – 3) Specify (7 – 10)
Distill Information
Research in-depth/Provide historical
evidence
Condense the data Establish specific priorities
Approximate the particulars/See the
big picture Quantify/rank order particulars
Stick with the basic hypothesis Develop complex strategies
Estimate/create metaphors Assess probabilities

23. RANGE OF BEHAVIORS - FOLLOW-THRU
Adapt (1 – 3) Systematize (7 – 10)
Create Shortcuts Create the plan and coordinate needs
Be flexible and switch tasks frequently Design sequential systems
Thrive on interruptions
Contain discrepancies and
interruptions
Keep everything accessible Bring focus and closure
Do several things at once Chart and graph logistics
Cut through bureaucracy

24. RANGE OF BEHAVIORS - QUICK START
Stabilize (1 – 3) Improvise (7 – 10)
Protect the status quo Create a sense of urgency
Stick with what’s familiar Initiate change
Limit the options Originate options
Reduce unexpected events
Initiate innovation and
experimentation
Create undeviating standards Ad lib stories and presentations
Create precedents
Improvise solutions and promote
alternatives

25. RANGE OF BEHAVIORS - IMPLEMENTOR
Imagine (1 – 3) Build (7 – 10)
Conceptualize solutions Tackle tangible products
Find intangible methods Erect and install mechanical devices
Capture the essence Create substantive demonstrations
Portray symbolically/create out of thin
air Build hand-crafted models
Deal with abstractions Handle transportation and packaging
Mass produce Display/demonstrate prototypes
Protect nature/the environment

26. KOLBE STRENGTHS
The Kolbe Strengths™ are
the 12 ways that we
approach problem solving.
Everyone instinctively uses
four…one in each mode

27. KOLBE TOOLS
Include various individual and team applications including:
• Kolbe A™ Index, including Career MO, Financial MO and Sales MO Reports
• Kolbe A to A ™ Report
• Kolbe B ™ Index
• Kolbe C ™ Index
• Leadership Analytics ™ Report
• RightFit ™

28. KOLBE INDEX = VALID AND RELIABLE
• Nondiscriminatory by race, gender, age.
• RightFit™ meets and exceeds EEOC requirements.
• Meets all standards of the American Psychological Association
(APA).

29. COMPANIES CAN OPTIMIZE PERFORMANCE BY:
• Hiring right
• Giving people the freedom to be themselves,
• Assigning jobs suited to instinctive strengths,
• Building synergistic teams,
• Reducing obstacles that cause stress,
• Rewarding committed use of instinctive energy,
• Allowing for the appropriate use of time, and
• Communicating in ways that trigger the effective use of the instinctive strengths.

30. Greg Lowe
• glowe@macpas.com
• 717-761-7910
Mark Pulaski
• mpulaski@cornerstoneadvisors.com
• 610-437-1375
CONTACT US

33. FRAUD ENGAGEMENT
FROM A TO Z
S A M U E L B O W E R C R A F T , M S I S , C I S A
&
D A V I D H A M M A R B E R G ,
C P A , C F E , C I S S P , M C S E , W X Y Z