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…

1. EXECUTIVE’S GUIDE
STRATEGIC
WORKFORCE
PLANNING
#SWPWebinar

2. Hi! i’m
L IA NN
Mo derator

3. HOUSEKEEPING

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
§ Development Report designed for Performance Model
Sales & Business Development Exec.
§ 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. WHY STRATEGIC
WORKFORCE PLANNING
MATTERS TO YOU?

9. STRATEGIC WORKFORCE PLANNING
Is a process that ensures that
your business has the right
people in the right jobs at the
right time to achieve your
expected results.

10. Although 92% of
companies have some level
of workforce planning,
only 21% of
companies take a strategic,
long-term approach.
Source: Bersin and Associates, Research

11. 75% of companies do
not have access to
talent data they
need to make informed
business decisions
Source: Taleo ,Talent Intelligence Report

12. The truth is that…..
it can take several months, if
not years, to get the right

13. THE EXECUTIVE’S GUIDE
Strategic Workforce Planning
#SWPWebinar

14. 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

15. 700 OFFICES WORLDWIDE
The GLOBAL LEADER in
Employee Assessment &
Talent Management Solutions
Established in 1991
125 COUNTRIES
WORLDWIDE PRESENCE

16. 50 MILLION USERS
45,000 CLIENTS
33 LANGUAGES
50,000,000 MILLION USERS

17. Diverse Base of Marquee Customers
Customer Highlights
§ 11,000+ Active Customers
§ Includes Most Fortune 500 Global Companies

18. Clients We’ve Served

19. Companies Face Two Types
of Problems…
System People
Problems Problems

20. Companies Face Two Types
of Problems…
System People
Problems Problems
WE FOCUS ON PEOPLE PROBLEMS.

21. We specialize and are experts in solving people
problems in organizations

22. Challenges Most Organizations Face…
Selecting the
Right People
Customer Employee
Service Turnover
Leadership Salesforce /
Development Workforce
How about your Productivity
Organization
Succession Team
Planning Compatibility
Retention of
Top Performers

23. 6 Steps
STRATEGIC WORKFORCE
PLANNING

24. www.profilesresearch.com

25. 1 2 3
Establish where your Understand your labor Understand your
business is going market future talent demand
4 5 6
Assess your current Identify your talent gaps and Implement your
talent inventory strategies to close them strategies

26. 1 Establish
where your
business is
going…

27. Areas of your business you want to:
GROW MAINTAIN
but make more
PROFITABLE
DIVEST EXIT
Time and
Resources

28. What does this changing
strategy mean for the
business?

29. Strategic change fails when
the people implementing
the change are….

30. How FAR, how FAST?

31. The bottom line is…
you need to know your business
strategy ,and the impact of that
strategy, before you can create a
meaningful workforce plan

32. 2 Understand
where the labor
market is going

33. Common factors to consider include:
MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS
REGULATORY CHANGES TALENT MOVEMENT TRENDS

34. Common factors to consider include:
MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS
REGULATORY CHANGES TALENT MOVEMENT TRENDS

35. Common factors to consider include:
MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS
REGULATORY CHANGES TALENT MOVEMENT TRENDS

36. Common factors to consider include:
MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS
REGULATORY CHANGES TALENT MOVEMENT TRENDS

37. Common factors to consider include:
MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS
REGULATORY CHANGES TALENT MOVEMENT TRENDS

38. Understand your future
3
talent demand

39. Identify jobs you will need to:
CREATE or PHASE OUT

40. on what really matters
to avoid
“Paralysis by Analysis”

41. Critical Roles
Jobs that are mission critical to your future
business strategy
Gen
X Y
Critical Employee Segment

42. 4 ASSESS YOUR CURRENT
TALENT POOL

43. HOW TO IDENTIFY YOUR
BENCHSTRENGHTS ?
HOW TO CONDUCT TALENT
AUDIT?
WHERE TO
START?

44. FRANK SCHMIDT & JOHN HUNTER
“Experts in Productivity and Organizational Psychology”
Reported in…
85 Years
of
Research

47. Implications?
Unless all your people are
superior performers, you are
losing money
unnecessarily?

48. Implications?
Every time you move performance of an employee from
Average Superior
YOU HAVE A DRAMATIC AND
MEASURABLE IMPACT

49. Have you ever HIRED or
PROMOTED someone
Who end up as a
?
disappointment!

50. DID YOU
KNOW?

51. Interviews have a
14%
success rate in
identifying
superior people!

52. 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

53. Heads or Tails?

54. Heads or Tails?

55. 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.

56. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
30%
20%
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.

57. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
30%
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.

58. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
50%
40%
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.

59. % OF HIRING SUCCESS
100%
90%
80%
70%
60%
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.

60. % OF HIRING SUCCESS
100%
90%
80%
70%
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.

61. % OF HIRING SUCCESS
100%
90%
80%
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.

62. % 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.

63. KNOW
“The TOTAL PERSON”
75%
to increase hiring success
up to

64. PEOPLE
are
like
…

65. This is what YOU SEE
PEOPLE
are
like
…

66. Real
side
of
PEOPLE

67. 10% Good But Limited
Information
Education, Experience and Skills

68. 10% Good But Limited
Information
Education, Experience and Skills
90 % Essence of the

69. 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

72. 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 FIT
Predicting Superior Performance

73. HOW TO IDENTIFY YOUR
BENCHSTRENGHTS ?
HOW TO CONDUCT TALENT
AUDIT?
WHERE TO
START?

74. start with your
TOP PERFORMERS

75. start with your
TOP PERFORMERS

76. 1.
RESULTS
start with your
TOP PERFORMERS

77. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS

78. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS

79. 1.
RESULTS

80. 1.
RESULTS
Build a
Performance
Model
(Success Profile)

81. 1.
RESULTS
Carefully identify OBJECTIVE measures
ü Sales Per Month, Quarter or Annum

82. 1.
RESULTS
Carefully identify OBJECTIVE measures
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Sale

83. 1.
RESULTS
Carefully identify OBJECTIVE measures
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Sale
ü Calls Handled Per Hour

84. 1.
RESULTS
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

85. 1.
RESULTS
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…

86. 2.
POTENTIALS

87. Every success is
2.
POTENTIALS different from one
company to the other

88. 2.
We need to ask
POTENTIALS
3 Questions?

89. Thinking
Style
1 2 3 4 5 6 7 8 9 10 Learning Index
Can they do the 1 2 3 4 5 6 7 8 9 10 Verbal Skill
Verbal Reasoning
Job 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10 Numerical Ability
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
How will they do 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Sociability
Manageability
the Job. 1 2 3 4 5 6 7 8 9 10 Attitude
1 2 3 4 5 6 7 8 9 10 Decisiveness
1 2 3 4 5 6 7 8 9 10
Accommodating
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
Are they 1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
motivated to do 1 2 3 4 5 6 7 8 9 10 People Service
Technical
the job? 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

90. ProfileXT® (PXT)
Measures "The Total Person”

91. 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
1 2 3 4 5 6 7 8 9 10 Sociability
1 2 3 4 5 6 7 8 9 10 Manageability
1 2 3 4 5 6 7 8 9 10 Attitude
1 2 3 4 5 6 7 8 9 10 Decisiveness
1 2 3 4 5 6 7 8 9 10
Accommodating
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
1 2 3 4 5 6 7 8 9 10 Financial/Admin
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

92. 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
1 2 3 4 5 6 7 8 9 10 Financial/Admin
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

93. 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

94. “...(it) hinges on fit with the job…”
TOP PERFORMERS fit their jobs and:

95. “...(it) hinges on fit with the job…”
TOP PERFORMERS fit their jobs and:
ü Can deal with the mental demands of their
position

96. “...(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

97. “...(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

98. Thinking
Style
Learning Index 1 2 3 4 5 6 7 8 9 10
Verbal Skill 1 2 3 4 5 6 7 8 9 10
Verbal Reasoning
1 2 3 4 5 6 7 8 9 10
Numerical Ability
1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
1 2 3 4 5 6 7 8 9 10
Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
Assertiveness 1 2 3 4 5 6 7 8 9 10
Sociability
1 2 3 4 5 6 7 8 9 10
Manageability
1 2 3 4 5 6 7 8 9 10
Attitude
1 2 3 4 5 6 7 8 9 10
Decisiveness
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
Enterprising 1 2 3 4 5 6 7 8 9 10
Financial/Admin 1 2 3 4 5 6 7 8 9 10
3. People Service 1 2 3 4 5 6 7 8 9 10
CHARACTERISTICS Technical
1 2 3 4 5 6 7 8 9 10
Mechanical
1 2 3 4 5 6 7 8 9 10
Creative
1 2 3 4 5 6 7 8 9 10

99. Thinking
Style
Learning Index 1 2 3 4 5 6 7 8 9 10
Verbal Skill 1 2 3 4 5 6 7 8 9 10
The Verbal Reasoning
Numerical Ability
Numeric Reasoning
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
1 2 3 4 5 6 7 8 9 10
JobMatch™ Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
Pattern (Performance Assertiveness
Sociability
Manageability
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Model) Attitude
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Decisiveness
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
Enterprising 1 2 3 4 5 6 7 8 9 10
Financial/Admin 1 2 3 4 5 6 7 8 9 10
3. People Service 1 2 3 4 5 6 7 8 9 10
CHARACTERISTICS Technical
1 2 3 4 5 6 7 8 9 10
Mechanical
1 2 3 4 5 6 7 8 9 10
Creative
1 2 3 4 5 6 7 8 9 10

100. The
JobMatch™
Pattern
(Performance Model)
Shaded areas indicate the
JobMatch pattern
The JobMatch patterns show
requirements for the job in your
company

101. Good Match
Dark areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

102. Good Match
Drives a single
job-match number

103. Questionable
Match
Shaded areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

104. Questionable
Match
Identify % match
for every area

105. Distortion Scale
Detect how
candid the
respondents
answered the
assessment

106. We can show you -
graphically and quantifiably
- to what degree current
employees, or candidates for
employment, match that
standard.

107. start with your
TOP PERFORMERS

108. 1.
RESULTS
start with your
TOP PERFORMERS

109. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS

110. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS

111. ü Selecting people most likely to
succeed in a job Solution used throughout
ü Accelerate onboarding
the employee life-cycle
ü Clone and retain top performers
ü Target areas for development
ü Identify and lead hi-potentials
ü Enabling strategic workforce
management and succession
planning
RETURN ON INVESTMENT (ROI) / BENEFITS

112. 1. How well will the worker “fit” the new job?
Assess
“The Total Person”

113. 2. Will the worker have
the “skills” to perform
the new job?
oving in your
ent currently m
3. How is tal
organ ization?

114. IDENTIFY YOUR TALENT
5 GAPS & STRATEGY TO
CLOSE THEM

115. STRATEGIES TO CLOSE
B
TALENT GAPS
4 ’s

116. STRATEGIES TO CLOSE
B
TALENT GAPS
4 ’s
Build

117. STRATEGIES TO CLOSE
B
TALENT GAPS
4 ’s
Build
Bounce

118. STRATEGIES TO CLOSE
B
TALENT GAPS
4 ’s
Build Buy
Bounce

119. STRATEGIES TO CLOSE
B
TALENT GAPS
4 ’s
Build Buy
Bounce Borrow

120. 6 Implement
your

121. 3 key lessons
that will help your
Strategic Workforce Planning
efforts
Succeed!

122. 1. Secure top-level executive
sponsorship

123. 2. Don’t attempt
to swallow the
entire elephant at
once

124. And
finally….

125. Measure
7 metrics
that
matters

126. start with your
TOP PERFORMERS

127. 1.
RESULTS
start with your
TOP PERFORMERS

128. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS

129. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS

130. To summarize ...

131. 6 Steps
STRATEGIC WORKFORCE
PLANNING

132. 1 2 3
Establish where your Understand your labor Understand your
business is going market future talent demand
4 5 6
Assess your current Identify your talent gaps and Implement your
talent inventory strategies to close them strategies

133. HEINTJIE SANTOS
Assessment Solution Expert |
Country Director, Singapore
Connect with me
Heintjie.Santos@profiles.com.sg
THANK YOU > >

134. 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!

135. 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

136. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection
§ Development Report designed for Performance Model
Sales & Business Development Exec.
§ Coaching
§ Management
§ Succession Planning
Receive a Complementary Critical Job Study!

137. Would you like to receive a complementary
critical job study?
A. Yes
B. No
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