In this webinar you will learn:
How to identify and hire the right people, for the right role the first time.
Ways to maximize employee productivity
How to increase retention of your top performers
And more...
If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.
Proven Steps in Hiring and Retaining The Right PeopleProfiles Asia
Have you ever hired or promoted someone who didn’t meet your expectations?
If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.
Choosing Wisely Hotelier Article By Kyle SalemDanish Haidri
Hiring the right employees is challenging for hotels due to high turnover rates. It is important to understand what skills and personality traits are needed for each role. While technical skills can be assessed through resumes and interviews, personality traits are more difficult to evaluate. Using personality assessments can provide insights into a candidate's temperament, work style, and whether they are suited for the role. Assessments allow companies to create benchmarks for ideal candidates and compare applicants. This leads to better hiring matches and reduced turnover.
Assignment answer for human resource management moduleKyaw kyaw Myo
The document provides questions from various chapters of a human resource management textbook. It asks the reader to choose one question from each of five chapters and provide answers to those five questions. Sample questions include defining human resource management, what should be included in a code of ethics, online recruitment methods available, typical steps in the selection process, and defining key terms such as mission and competencies. The reader is provided with detailed answers to the selected questions that address the key aspects of each topic.
This document contains various HR forms and templates used for recruitment, training, and employee development purposes. It includes a job analysis form, interview evaluation form, job requisition form, job application form, training design template, and training feedback form. The forms are designed to help analyze job roles, evaluate candidates, request new hires, collect applicant information, plan training programs, and gather feedback on training sessions.
White Paper An Executives Guide To Cutting HR Costewayton
This document provides an executive's guide to cutting HR costs. It discusses four key areas: hiring the right employees, offering competitive total compensation, ensuring legal compliance, and providing competitive benefits. For hiring, it recommends using behavioral interviews and assessments to evaluate personality, cognitive ability, interests, and job match. This leads to a 75%+ success rate in hiring the right fit. It also discusses ways to motivate employees through incentive pay and flexible schedules while staying within budget. Legal compliance is important to avoid costly fines and penalties. Finally, benefits for small businesses differ from large ones in plans, costs, and services offered. Effective communication is key to an optimal benefits package.
The document discusses challenges in managing expatriates for multinational corporations. It notes that MNCs often experience premature return of expatriates due to failed assignments and loss of returned expatriates due to poor repatriation. This can threaten organizational performance. To reduce costs, MNCs aim to improve expatriate management before, during, and after international assignments. The document also outlines an assignment asking students to analyze and address issues relating to expatriate management.
The document discusses a Club Innovations RH event on mobilizing employer brand and employee experience. It will feature presentations from Orange's director of employer brand and employee experience and the CEO of Monkey-Tie. The document outlines that digitalization and personalization are impacting HR with new tools and questions around implementation. It then discusses definitions and dimensions of employer brand and employee experience. Finally, it identifies common goals of employer brand and employee experience initiatives as attractiveness, retention, engagement and reputation.
This new whitepaper by Bill Boorman provides everything you need to know about employee referrals in the era of social networking.
Find out:
- 7 referral program killers to avoid
- What industry leaders do to drive referrals
- Why monetary rewards can have a negative impact
To download a copy of the white paper, visit: http://landing.rolepoint.com/free-rolepoint-employee-referrals-whitepaper
Proven Steps in Hiring and Retaining The Right PeopleProfiles Asia
Have you ever hired or promoted someone who didn’t meet your expectations?
If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.
Choosing Wisely Hotelier Article By Kyle SalemDanish Haidri
Hiring the right employees is challenging for hotels due to high turnover rates. It is important to understand what skills and personality traits are needed for each role. While technical skills can be assessed through resumes and interviews, personality traits are more difficult to evaluate. Using personality assessments can provide insights into a candidate's temperament, work style, and whether they are suited for the role. Assessments allow companies to create benchmarks for ideal candidates and compare applicants. This leads to better hiring matches and reduced turnover.
Assignment answer for human resource management moduleKyaw kyaw Myo
The document provides questions from various chapters of a human resource management textbook. It asks the reader to choose one question from each of five chapters and provide answers to those five questions. Sample questions include defining human resource management, what should be included in a code of ethics, online recruitment methods available, typical steps in the selection process, and defining key terms such as mission and competencies. The reader is provided with detailed answers to the selected questions that address the key aspects of each topic.
This document contains various HR forms and templates used for recruitment, training, and employee development purposes. It includes a job analysis form, interview evaluation form, job requisition form, job application form, training design template, and training feedback form. The forms are designed to help analyze job roles, evaluate candidates, request new hires, collect applicant information, plan training programs, and gather feedback on training sessions.
White Paper An Executives Guide To Cutting HR Costewayton
This document provides an executive's guide to cutting HR costs. It discusses four key areas: hiring the right employees, offering competitive total compensation, ensuring legal compliance, and providing competitive benefits. For hiring, it recommends using behavioral interviews and assessments to evaluate personality, cognitive ability, interests, and job match. This leads to a 75%+ success rate in hiring the right fit. It also discusses ways to motivate employees through incentive pay and flexible schedules while staying within budget. Legal compliance is important to avoid costly fines and penalties. Finally, benefits for small businesses differ from large ones in plans, costs, and services offered. Effective communication is key to an optimal benefits package.
The document discusses challenges in managing expatriates for multinational corporations. It notes that MNCs often experience premature return of expatriates due to failed assignments and loss of returned expatriates due to poor repatriation. This can threaten organizational performance. To reduce costs, MNCs aim to improve expatriate management before, during, and after international assignments. The document also outlines an assignment asking students to analyze and address issues relating to expatriate management.
The document discusses a Club Innovations RH event on mobilizing employer brand and employee experience. It will feature presentations from Orange's director of employer brand and employee experience and the CEO of Monkey-Tie. The document outlines that digitalization and personalization are impacting HR with new tools and questions around implementation. It then discusses definitions and dimensions of employer brand and employee experience. Finally, it identifies common goals of employer brand and employee experience initiatives as attractiveness, retention, engagement and reputation.
This new whitepaper by Bill Boorman provides everything you need to know about employee referrals in the era of social networking.
Find out:
- 7 referral program killers to avoid
- What industry leaders do to drive referrals
- Why monetary rewards can have a negative impact
To download a copy of the white paper, visit: http://landing.rolepoint.com/free-rolepoint-employee-referrals-whitepaper
Rosewood Hotels uses the ProfileXT assessment and Customer Service Profile to evaluate job candidates and employees. ProfileXT assesses thinking style, behavioral traits, and occupational interests. It is used for selection of new hires, coaching, and career planning. Over time, Rosewood customized the ProfileXT patterns to better reflect the company's culture and positions. While occupational interests are considered, Rosewood focuses more on thinking style and behavioral traits when making hiring and placement decisions.
Using Assessments to Retain and Attract TalentJim Brown
Rosewood Hotels uses the ProfileXT assessment from Profiles International to evaluate job candidates, provide coaching to current employees, and assist with succession planning. The ProfileXT measures thinking style, behavioral traits, and occupational interests. Rosewood has customized the assessment over time to better match its unique culture and positions. While occupational interests are not weighted as heavily, the ProfileXT still helps Rosewood select candidates whose skills align with job requirements to increase engagement and performance.
Making Every Hire Count What Really Matters To The C Suite Exec BriefingJeff Lively
In today’s economy, nearly every organization faces pressure to reduce waste and run at peak efficiency. Although the economy has shown signs of improvement and the unemployment rate has dropped modestly, organizations are still extremely cautious when it comes to hiring.
This is Sample Assignment on "Managing Human Resource in Business" for the students, written by an expert academic writer of Instant Assignment Help. We offer free assignment samples to the students drafted by the professionals. We provide quality Human Resource Assignments to the scholars which helps them in achieving top grades in their academics. If you are facing any problem regarding HR assignments then contact us to get the best Human Resource Assignment Help online. Place your order now to get upto 50% discount.
The document provides definitions for key terms related to human resource management. It summarizes concepts around strategic HR, job analysis, personnel planning and recruiting, employee testing and selection, and interviewing candidates. Some of the key terms defined include human resource management, line manager, staff manager, job analysis, job description, personnel replacement charts, test validity, and structured sequential interview.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
Three hiring managers discuss challenges finding qualified candidates. Despite high unemployment, managers say it remains difficult to find the right people. They fear upcoming retirements will exacerbate the problem of a small leadership talent pool. However, managers are using the opportunity to upgrade talent even for non-open positions. While portable candidates are available, managers recognize they must work to retain top performers through competitive compensation and culture.
During the recession, companies asked employees to take on additional roles and responsibilities with lower staffing levels to cut costs. Now that the economy is improving, companies should consider letting top performers focus on what they do best again instead of keeping them overloaded. While cutting costs made sense in hard times, companies risk losing their most talented employees and not achieving their full potential if key staff remain overburdened as the economy recovers. It may be time to hire additional employees and adjust roles so top performers have space to excel again.
Mohinish Sinha on Human Capital What 2020 holdsHay Group India
This document discusses the concept of a learning organization and how organizations can evolve to promote lifelong learning. It tells the story of a company that noticed some employees leaving their jobs to pursue different careers and interests, rather than just for higher pay. By investigating further, the company discovered a widespread desire among employees to try new things. In response, the company created a new career rotation policy that allowed employees to change roles periodically. This became a highly valued benefit among staff. The document argues that organizations should pay attention to outliers among current trends, encourage risk-taking and learning from failures. It also discusses the learning process individuals go through and how organizations can create an environment where everyone acts as a lifelong learner and helps the organization adapt continuously.
The Canadian Management Centre presents authors of "Enemy of Engagement," Mark Royal and Tom Agnew of leadership coaching company The Hay Group as they share their insights on Employee Engagement.
Sign-up for the free Enemy of Engagement Webinar taking place on December 8, 2011 at 1pm EST at http://www.cmctraining.org/enemy‐of‐engagement‐webinar
I. Employees want different things at different stages of employment. Factors attracting employees are not the same as retaining or engaging them.
II. Employees are more likely to stay with companies perceived as "talent friendly" with progressive HR practices and work environments.
III. Learning and development opportunities are highly valued and impact engagement levels the most. Employees want to continuously improve skills.
This document discusses competencies of human resource professionals in Pakistani companies. It examines competencies in areas like business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. The study uses a competency survey model to assess how these competencies relate to firm performance. It also explores how competencies may relate to experience, education, firm size, and salary. The document reviews literature on HR competencies and their relationship to firm performance. It then describes the study methodology and provides examples of competency practices at specific Pakistani companies like Mobilink, MTBC, Nestle Pakistan, and Gul Ahmed Textile Mill.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
This document provides an agenda for the "Wind Power HR & Talent Management" conference taking place on October 9-10, 2012 in Hamburg, Germany. The conference will feature 15 expert speakers discussing topics such as effective recruitment channels, improving employee retention, training programs, and bridging skills gaps in the wind industry. Speakers will share case studies and lessons learned from companies such as ENERCON Services UK Ltd, Centrica Energy, EDP Renewables, and KENERSYS GmbH. Participants can learn recruitment strategies for international roles and using company reputation to attract senior candidates.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
Leading Retailers need to have employees who are proactive, to create "actions" with customers and truly get "into the world of the client"
revolution in hr industry and consultanciesRahul Tiwari
This document discusses various topics related to human resource management, including the evolution of the HR field and different roles within it. It describes how HR has progressed from a transactional to strategic function. It also outlines several common HR roles at different levels, from assistants to specialists to vice presidents. The document suggests HR will take on new critical roles in the future like being internal consultants, talent managers, or vendor managers. It discusses trends in HR like the use of HRIS systems and performance management.
7 Steps to Building a Culture of High Performers - Maggie HubbellMichael Jans Advisory
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
WNS Positioned as a 'High Performer' in Finance and Accounting BPO by HfS Res...WNS Global Services
• The March 2013 report of HfS Research titled, The F&A BPO HfS Blueprint Report, has positioned WNS as a ‘High Performer’ in providing Finance and Accounting (F&A) Business Process Management solutions – http://bit.ly/11ddKGy
El documento describe los diferentes tipos de buscadores, incluyendo metabuscadores que buscan en varios motores de búsqueda, índices de búsqueda que almacenan direcciones web en categorías, y buscadores que obtienen direcciones almacenadas de forma manual, automática o mixta. También explica cómo usar comillas, filetype, site y menos signos (-) para filtrar los resultados de búsqueda y encontrar información más específica.
Rosewood Hotels uses the ProfileXT assessment and Customer Service Profile to evaluate job candidates and employees. ProfileXT assesses thinking style, behavioral traits, and occupational interests. It is used for selection of new hires, coaching, and career planning. Over time, Rosewood customized the ProfileXT patterns to better reflect the company's culture and positions. While occupational interests are considered, Rosewood focuses more on thinking style and behavioral traits when making hiring and placement decisions.
Using Assessments to Retain and Attract TalentJim Brown
Rosewood Hotels uses the ProfileXT assessment from Profiles International to evaluate job candidates, provide coaching to current employees, and assist with succession planning. The ProfileXT measures thinking style, behavioral traits, and occupational interests. Rosewood has customized the assessment over time to better match its unique culture and positions. While occupational interests are not weighted as heavily, the ProfileXT still helps Rosewood select candidates whose skills align with job requirements to increase engagement and performance.
Making Every Hire Count What Really Matters To The C Suite Exec BriefingJeff Lively
In today’s economy, nearly every organization faces pressure to reduce waste and run at peak efficiency. Although the economy has shown signs of improvement and the unemployment rate has dropped modestly, organizations are still extremely cautious when it comes to hiring.
This is Sample Assignment on "Managing Human Resource in Business" for the students, written by an expert academic writer of Instant Assignment Help. We offer free assignment samples to the students drafted by the professionals. We provide quality Human Resource Assignments to the scholars which helps them in achieving top grades in their academics. If you are facing any problem regarding HR assignments then contact us to get the best Human Resource Assignment Help online. Place your order now to get upto 50% discount.
The document provides definitions for key terms related to human resource management. It summarizes concepts around strategic HR, job analysis, personnel planning and recruiting, employee testing and selection, and interviewing candidates. Some of the key terms defined include human resource management, line manager, staff manager, job analysis, job description, personnel replacement charts, test validity, and structured sequential interview.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
Three hiring managers discuss challenges finding qualified candidates. Despite high unemployment, managers say it remains difficult to find the right people. They fear upcoming retirements will exacerbate the problem of a small leadership talent pool. However, managers are using the opportunity to upgrade talent even for non-open positions. While portable candidates are available, managers recognize they must work to retain top performers through competitive compensation and culture.
During the recession, companies asked employees to take on additional roles and responsibilities with lower staffing levels to cut costs. Now that the economy is improving, companies should consider letting top performers focus on what they do best again instead of keeping them overloaded. While cutting costs made sense in hard times, companies risk losing their most talented employees and not achieving their full potential if key staff remain overburdened as the economy recovers. It may be time to hire additional employees and adjust roles so top performers have space to excel again.
Mohinish Sinha on Human Capital What 2020 holdsHay Group India
This document discusses the concept of a learning organization and how organizations can evolve to promote lifelong learning. It tells the story of a company that noticed some employees leaving their jobs to pursue different careers and interests, rather than just for higher pay. By investigating further, the company discovered a widespread desire among employees to try new things. In response, the company created a new career rotation policy that allowed employees to change roles periodically. This became a highly valued benefit among staff. The document argues that organizations should pay attention to outliers among current trends, encourage risk-taking and learning from failures. It also discusses the learning process individuals go through and how organizations can create an environment where everyone acts as a lifelong learner and helps the organization adapt continuously.
The Canadian Management Centre presents authors of "Enemy of Engagement," Mark Royal and Tom Agnew of leadership coaching company The Hay Group as they share their insights on Employee Engagement.
Sign-up for the free Enemy of Engagement Webinar taking place on December 8, 2011 at 1pm EST at http://www.cmctraining.org/enemy‐of‐engagement‐webinar
I. Employees want different things at different stages of employment. Factors attracting employees are not the same as retaining or engaging them.
II. Employees are more likely to stay with companies perceived as "talent friendly" with progressive HR practices and work environments.
III. Learning and development opportunities are highly valued and impact engagement levels the most. Employees want to continuously improve skills.
This document discusses competencies of human resource professionals in Pakistani companies. It examines competencies in areas like business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. The study uses a competency survey model to assess how these competencies relate to firm performance. It also explores how competencies may relate to experience, education, firm size, and salary. The document reviews literature on HR competencies and their relationship to firm performance. It then describes the study methodology and provides examples of competency practices at specific Pakistani companies like Mobilink, MTBC, Nestle Pakistan, and Gul Ahmed Textile Mill.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
This document provides an agenda for the "Wind Power HR & Talent Management" conference taking place on October 9-10, 2012 in Hamburg, Germany. The conference will feature 15 expert speakers discussing topics such as effective recruitment channels, improving employee retention, training programs, and bridging skills gaps in the wind industry. Speakers will share case studies and lessons learned from companies such as ENERCON Services UK Ltd, Centrica Energy, EDP Renewables, and KENERSYS GmbH. Participants can learn recruitment strategies for international roles and using company reputation to attract senior candidates.
Final exam notes - Principals of Management KASBITqazianeel
Human resource management (HRM) involves ensuring an organization has the right employees by managing activities like recruitment, selection, training, and retention. It is critical to an organization's success. The HRM process includes assessing current employees, determining future needs, recruiting to fill vacancies, selecting the best candidates, and providing training and development. Key parts of the process are job analysis to understand positions, developing job descriptions to guide recruiting and selection, using valid and reliable selection procedures to minimize hiring errors, and referring current high-performing employees.
Leading Retailers need to have employees who are proactive, to create "actions" with customers and truly get "into the world of the client"
revolution in hr industry and consultanciesRahul Tiwari
This document discusses various topics related to human resource management, including the evolution of the HR field and different roles within it. It describes how HR has progressed from a transactional to strategic function. It also outlines several common HR roles at different levels, from assistants to specialists to vice presidents. The document suggests HR will take on new critical roles in the future like being internal consultants, talent managers, or vendor managers. It discusses trends in HR like the use of HRIS systems and performance management.
7 Steps to Building a Culture of High Performers - Maggie HubbellMichael Jans Advisory
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
WNS Positioned as a 'High Performer' in Finance and Accounting BPO by HfS Res...WNS Global Services
• The March 2013 report of HfS Research titled, The F&A BPO HfS Blueprint Report, has positioned WNS as a ‘High Performer’ in providing Finance and Accounting (F&A) Business Process Management solutions – http://bit.ly/11ddKGy
El documento describe los diferentes tipos de buscadores, incluyendo metabuscadores que buscan en varios motores de búsqueda, índices de búsqueda que almacenan direcciones web en categorías, y buscadores que obtienen direcciones almacenadas de forma manual, automática o mixta. También explica cómo usar comillas, filetype, site y menos signos (-) para filtrar los resultados de búsqueda y encontrar información más específica.
The document discusses factors that influence high performers' decisions to stay at their companies based on an analysis of 225,000 employee surveys across several industries. Key factors that encourage employees to stay include strong leadership from managers who create inclusive, challenging, and developmental work environments; confidence in senior management and clear communication of company goals and strategies; living up to communicated company values and brand promises through internal behaviors; opportunities for career growth and skills development; and fostering collaboration across the organization. Focusing on these areas can help companies attract and retain top talent.
This document provides an introduction to Egyptian dance and music. It discusses belly dance, which can be performed by men, women, or children. Belly dance involves movement of the hips. Egyptian pop music is also discussed, along with traditional instruments like the lyre, cymbals, flute, and bamboo flute. The importance of dance and music to Egyptian culture is explained. Key terms in the Egyptian language are also defined.
EY Growing Beyond: How high performers are accelerating ahead Nov 2012Stephan Kuester
Working closely with businesses across the globe we see an ever increasing gap emerging between high and low performers and have identified key approaches the high performers have been taking to achieve sustainable growth. Certain key strategies emerge that are at the heart of business success with four key drivers that remain throughout: customer reach, operational agility, cost competitiveness and stakeholder confidence. You may find these insights helpful when discussing your own strategy for future growth.
Here we have identified four types of performers: New Performers (new to the position in the last 6 months), Top Performers, Low Performers and Non-Performers.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
The document discusses wishes and props for a Latinos event or performance. It mentions Mexicans and Latinos gangsters as possible themes. It asks what common props could be held or worn, and lists potential mascot, special guest, and large props like those suitable for an evening event.
Darlena Pagan has created a Cyber Community Project website at www.darlenapagan.com to provide an interactive online space for users. The site offers services like an e-research newspaper, blogs, forums, and discussion boards. Pagan developed the site using her skills and knowledge as a college graduate to benefit the online community. The goal of the project is to attract users to interact and share knowledge on various topics.
Here You find some of our innovative solutions, find out more on our web page www.hpmengineering.it
We focus on providing solutions matching Your work process and logistics needs.
Contact us:
tel. +39 0381 45 83 11
email: info@hpmengineering.it
This document contains an English language test with sections on vocabulary, reading comprehension, grammar, and writing. It includes multiple choice questions to test vocabulary, true/false reading comprehension questions, exercises to identify grammar mistakes and correct sentences, and prompts to complete conversations and notes using provided words. The test assesses a variety of English language skills including vocabulary, reading, grammar, writing, and spoken communication abilities.
thoughts on Mobile and the shift it represents compared to classic web layouts, which were derived from print but had their own morphology. Concludes with a few notes on how to optimize designs for mobile platforms.
BIMobject aims to help manufacturers create and distribute high-quality BIM objects of their products to architects and designers. This allows manufacturers to get their products specified early in design processes. BIMobject provides tools and services for manufacturers to make, convert, and publish BIM objects online through various affiliate programs and marketplaces. Their goal is to connect manufacturers with building professionals and help both groups benefit from using digital product information in BIM workflows.
Ultimate guide in choosing the right assessment for your OrganizationProfiles Asia
In most organizations, personnel costs are among the largest budget line items. Given the challenges facing organizations today, they need their employees aligned and working together at the highest levels of performance.
in this webinar you will learn:
1. All about assessments, why use it, different types and their common applications
2. FAQ in choosing the right assessment
3. Benefits of assessments (what's the ROI?)
And more…
make sure to visit our site and join our exciting and upcoming webinars.
http://www.profiles.com.sg/upcoming-events.php
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
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.
The document discusses using assessments to improve the hiring process and maximize employee performance. It argues that assessments can identify whether a job candidate will be an asset or liability, save costs from mistakes, and get past interview facades. Statistical analysis suggests assessments account for 20-30% of job performance variance while values/motivators account for 40-50%. The document promotes using assessments to create hiring models and generate ongoing revenue.
The Proven System that Successfully Matches the right Candidate to the Right JobHarvey James
This document introduces a job matching system that uses assessments and scientific methodology to match candidates to jobs based on fit rather than biases or assumptions. It begins by outlining problems with traditional hiring approaches that often lead to bad hires. It then defines job matching as a scientific approach using tools like detailed job and candidate assessments to benchmark jobs and determine the best fit. The document explains how this approach can benefit organizations through improved performance, engagement, retention and reduced costs from replacing bad hires. It presents an overview of how the job matching process works from defining job benchmarks to selecting, inducting, developing and managing talent based on the benchmarks.
Making Every Hire Count What Really Matters To The C Suite Exec Briefingmikewillard
This research briefing from Profiles International discusses key factors that are important for organizations to consider when hiring in order to ensure that every hire counts. The briefing identifies the "Top 10" questions organizations need to answer related to their hiring process. It also finds differences in perceptions between C-level executives and front-line managers regarding their organizations' hiring practices. Specifically, C-level executives tend to be more certain about their organizations' hiring abilities compared to front-line managers. The briefing recommends that organizations train interviewers, provide guidance on probing candidate suitability, use objective hiring criteria based on top performers, and ensure new hire onboarding helps people become productive faster. Considering both internal and external candidates, conducting thorough background checks, and
Everybody in your business is all about reducing cost, improving productivity and increasing the bottom-line- Nothing Else Matters!. As a leader where do you start and how will you do it?
In this webinar you will learn:
Creating a leadership strategy that increases your leadership ROI.
How to implement a leadership strategy specific to the needs of your unique organization
How to hire the right leader / manager the first time.
Identify and develop future leaders of your organization.
Learn how employee assessments give organizations tools that helps leaders make smarter people decisions.
The specific benefits include:
Selecting people most likely to succeed in a job
Accelerating time for people to become fully productive
Improving alignment and communication
Reducing conflict, absenteeism and turnover
Increasing overall workforce capability, productivity, and agility
Rocket Hire Assessment 101 4 Steps To SuccessRocket-Hire
This is our basics of assessment deck that provides an overview of the model we use with our clients to ensure they have success with pre-employment assessment
This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time. Talent management aims to attract, retain, and utilize talent to improve productivity and profits. The document discusses how to measure talent management success and the costs of poor people management practices like bad hires. It also emphasizes the importance of succession planning to ensure business continuity and outlines a three stage process for identifying and assessing candidates to integrate into leadership roles.
This document discusses talent management and succession planning. It defines talent management as ensuring an organization has productive individuals in the right jobs at the right time. Talent management aims to attract, retain, and utilize talent to improve productivity and profits. The document discusses how to measure talent management success and the costs of poor people management practices like bad hires. It also emphasizes the importance of succession planning to ensure business continuity and outlines a three stage process for identifying and assessing candidates to integrate into leadership roles.
We help companies with developing a high performance workforce. Right Ability provides the tools and services to make sure the Right people are in position --- at the Right Performance level.
We help you reduce turn over, increase productivity, and increase profitability
We help companies with developing a high performance workforce.
Right Ability provides the tools and services to make sure the Right people are in position --- at the Right Performance level.
We help you reduce turn over, increase productivity, and increase profitability
This document discusses competencies that are important for executive success based on research. It finds that the top predictors of promotion for managers and executives are relationships, learning ability, and motivation/energy. Relationships and failure to deliver results are the most common reasons executives get fired. Price-of-admission competencies like strategic thinking, energy, and interpersonal skills are necessary to get an interview, while competitive-edge competencies like creativity and managing vision help candidates get job offers. The document also outlines how companies assess candidates through structured interviews, cognitive/personality tests, and provides tips for candidates to prepare.
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
Drs 255 skills in job matching and placementpaulyeboah
The document discusses various strategies for identifying and hiring great employees, including:
1. Developing job matching patterns by evaluating top performers and creating profiles;
2. Managing employment interviews to directly observe candidates and assess skills;
3. Conducting pre-employment assessments to screen for abilities and personality fits.
Using objective assessments and clearly defining job requirements allows for a more strategic hiring process.
The document discusses 10 HR trends that are changing business, including:
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2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
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Similar to How to Select and Identify High-Performers (20)
This webinar is the second in a series of four webinars walking systematically through Daniel Goleman’s model of Emotional Intelligence. The first webinar was on self-awareness, this webinar will be on others-awareness, and the next two will be on self-management and others management (social intelligence and influence). We have all been in meetings where someone blurts out something and they have no idea what it is doing to people around them. They aren’t even remotely aware how it’s being interpreted or to what degree it is hurting themselves and others. This webinar will help train and equip attendees to really understand those around them. This webinar go in-depth into why you are who you are and how we can be unaware of how people are interpreting us in the workplace.
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How to implement performance coaching.
Performance appraisals vs. performance coaching – understanding what’s wrong with the performance review and how to fix it.
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Essential management skills.
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What You Will learn:
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How to implement competency models.
Develop and Motivate a Winning Sales TeamProfiles Asia
Can you identify your bottom, middle, and top sales professionals? Do all of your sales professionals hit quota?
In this webinar, Al Rainaldi discusses the Profiles Sales Performance Solution and how assessment solutions can help to develop a top performing sales team.
Here's what you'll learn in the webinar:
How to identify your top, middle and bottom performers
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This webinar will take an in-depth look at the definition of derailers, what triggers them, and the solution.
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Dr. Greg Stewart is Vice President for Profiles International's Enterprise Solutions Sales Division. He is an experienced human capital expert with over 15 years in management and human resources. Dr. Stewart holds a BA in Organizational Leadership and a PhD in Counseling. He has deep insight into problem-solving and employee motivation and is a phenomenal speaker and blogger of management and leadership.
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4. Receive a Complementary Critical Job Study!
Let us show you firsthand how our solutions can benefit your company.
1 2 3
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!
5. Critical Job Study!
Identifies what is really required for success in any
given job – in terms of:
(1) Learning
(2) Reasoning
(3) Communication
(4) Problem Solving
(5) Behaviors
(6) Occupational Interests
6. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection Report designed for Performance Model
Sales & Business Development Exec.
§ Development
§ Coaching
§ Management
§ Succession Planning
Receive a Complementary Critical Job Study!
7. TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert |
Country Director, Singapore
Connect with me
Heintjie.Santos@profiles.com.sg
8. Creating Value for Our Clients
We support our clients through the full
employee life-cycle, helping them identify the
best people for their jobs and then developing
them to their fullest potential.
The GLOBAL LEADER in
Employee Assessment Solutions
9. 700 OFFICES WORLDWIDE
The GLOBAL LEADER in
Employee Assessment &
Talent Management Solutions
Established in 1991
125 COUNTRIES
WORLDWIDE PRESENCE
10. 50 MILLION USERS
45,000 CLIENTS
33 LANGUAGES
50,000,000 MILLION USERS
11. Diverse Base of Marquee Customers
Customer Highlights
§ 11,000+ Active Customers
§ Includes Most Fortune 500 Global Companies
12. Companies Face Two Types
of Problems…
System People
Problems Problems
WE FOCUS ON PEOPLE PROBLEMS.
13. We specialize and are experts in solving people
problems in organizations
16. Guide to maximize
How to identify the employee productivity
characteristics of your top and retain your top
performers performers
ROI on Leadership
1 2 3
17. Guide to maximize
How to identify the employee productivity
characteristics of your and retain your top
top performers performers
ROI Case Study
1 2 3
18. Have you ever hired
someone who
looks good on paper….
BUT END UP AS A
?
DISAPPOINTMENT!
21. People have a tendency to embellish their
qualifications
22. Shocking HR Statistics:
FALSE INFORMATION…
53% of all job applications
contain inaccurate information.
49% of managers caught a
job applicant fabricating resume.
34% of all application forms
contains lies.
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
23. Chances are good that up
to 66% of your company’s
hiring decisions will prove
to be mistakes in the first
twelve months.
- Peter Drucker
24. The Top 3
Reasons People Fail
(1) Dishonesty
(2) Incompetence
(3) Incompatibility
25. Selection Process
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes,
Education, Values ,
Training, Appearance,
Certification etc. Demeanor etc.
27. Interview
She studied in the
same University
I went!
28. Interview Impressive!
she talks and
speaks just
Like Me.
29. Interview
My Gut Feel is she
will be do great in
this job.
30. “63% of all hiring decisions are made
during the first 4.3 minutes of an
interview.”
- SHRM
31. Shocking HR
Statistics:
BAD HIRES…
average cost of a
bad hiring decision
can equal
30% of the first
year’s earnings!
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
32. ki n g H R S tatistics:
Shoc
TU RNOVER…
costs of replacement….
Senior
Executive
Mid-Level
Employee
S$260,000
Salaried
Employee S$52,000
S$11,000
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
34. Aside from salary and benefits…
there’s the cost of advertising
for the job, the investment in
training and…..
the price of getting a new
worker up to speed.
35. Cornerstones of Performance
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes, Values ,
Education, Demeanor,
Training, Appearance,
Certification etc. Demeanor etc.
JOB MATCH
Predicting Superior Performance
37. 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
39. % OF HIRING SUCCESS
100%
90%
80% 75%
70% 66%
60% 54%
50%
40%
38%
30% 26%
20% 14%
10%
0%
Interview Reference check
Personality Test
Abilities Test
Occupational Interest Matching
Job
Source - 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’s School of Business.
43. 10% Good But Limited
Information
Education, Experience and Skills
90 % Essence of the
“Total Person”
ü Thinking Styles
ü Behaviors
ü Occupational Interest
ü Job Fit
44. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players
“B” Players Hire – “C” Players
“C” Players Hire – “D” Players
until it becomes……
55. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS
56. 1.
RESULTS IDENTIFYING THE TOP PERFORMERS
§ Talent Audit / Intelligence
§ Job Analysis
Build a Performance Model
57. 1.
RESULTS IDENTIFYING THE TOP PERFORMERS
Carefully identify OBJECTIVE measures
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Sale
ü Calls Handled Per Hour
ü Units Manufactured Per Hour
ü Supervisors/Managers Rating etc…
58. Every success is
2.
POTENTIALS different from one
company to the other
65. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
Love their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin
motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative
66. “...(it) hinges on fit with the job…”
TOP PERFORMERS fit their jobs and:
ü Can deal with the mental demands of their
position
ü Are comfortable with the demands of the
environment they work in
ü Love their job and are motivated to do it
74. Having done this, we can
show you - graphically and
quantifiably - to what degree
current employees, or
candidates for employment,
match that standard.
75. Solution used throughout the
A Clear Target for Success…
employee life-cycle
§ Selection
§ On-Boarding Report designed for Performance Model
Sales & Business Development Exec.
§ Coaching
§ Development
§ Management
§ Succession Planning &
Strategic Workforce Planning
76. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS
77. Maximizing Productivity
“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.”
– “Job Sculpting: The Art of Retaining Your best People”
Harvard Business Review
78. Guide to maximize
How to identify the employee productivity
characteristics of your and retain your top
top performers performers
ROI Case Study
1 2 3
79. ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THE
RETURN ON INVESTMENT (ROI) ON YOUR HR ACTIVITIES
81. CASE STUDIES
Chemical Insurance Medical Device
Industry Industry Manufacturing
Industry
82. “
It’s a shift from ‘low performer thinking’ to
‘maybe they are not in the right job, and we
should find them a better fit.’
It is a mentality shift, and (by applying data
from the PXT®), I can figure out that if poor
job fit is the case, I can help them go into a
different job and do better.
”
83. Challenge
Before implementing the ProfileXT® the
average sales per sales rep was $169,409.
Results:
After one year of implementation with the ProfileXT®, annual
sales increased to an average of $233,952 per sales rep.
The ProfileXT® assessment increased the Bard Medical’s Critical
Care sales by $64,543 per sales rep, a 28% annual increase.
84. GLOBAL INSURANCE
COMPANY
Challenge
§ Identify top performers
§ Improve selection process
§ Sustain a turnover rate below industry
average
Results:
Reduced voluntary turnover rate to just 6% , well below the 10%
industry average. Furthermore, professional-level employees,
representing a substantial portion of the company’s talent and
investment, show a turnover rate of only 1.6%.
85. "We now make more informed hiring decisions. Selecting people who
will stay with us longer. But it doesn't end there, Profiles products have
become an important part of our culture.We use the terminology and
the concept in our performance review, our recruiting decisions and
everyday discussion.
if we took the product away from our managers, we would be
dealing with some disappointed internal guest."
Corporate HR Manager
Hospitality and Resort Industry
86. A LEADERS GUIDE
How to Select
and Identify
High Performing
Employees
#SIHPwebinar
87. HEINTJIE SANTOS
Assessment Solution Expert |
Country Director, Singapore
Connect with me
Heintjie.Santos@profiles.com.sg
THANK YOU > >
89. Receive a Complementary Critical Job Study!
1 2 3
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!
90. Critical Job Study!
Identifies what is really required for success in any
given job – in terms of: (1) Learning
(2) Reasoning
(3) Communication
(4) Problem Solving
(5) Behaviors
(6) Occupational Interests
91. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection Report designed for Performance Model
Sales & Business Development Exec.
§ Development
§ Coaching
§ Management
§ Succession Planning
Receive a Complementary Critical Job Study!
92. Would you like to receive a complementary
critical job study?
A. Yes
B. No
Have an immediate need ? Call us at +65 65717031
URL: www.profiles.com.sg
94. us for our nex t upcoming
Join
WEBINAR
Click HERE to register
EXECUTIVE’S GUIDE
Strategic Workforce
Planning
95. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
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