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Strategic Workforce Planning

The document outlines the importance of strategic workforce planning (SWP) for aligning the right talent to business needs, highlighting that while many companies engage in workforce planning, few adopt a strategic approach. It emphasizes the significance of understanding labor market trends, assessing talent pools, and implementing specific strategies to fill gaps in skills and capabilities. The document also promotes the benefits of a critical job study to identify essential competencies required for success in various roles.

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EXECUTIVE’S GUIDE STRATEGIC WORKFORCE PLANNING #SWPWebinar
Hi! i’m L IA NN Mo derator
HOUSEKEEPING
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!
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
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!
TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Country Director, Singapore Connect with me Heintjie.Santos@profiles.com.sg
WHY STRATEGIC WORKFORCE PLANNING MATTERS TO YOU?
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.
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
75% of companies do not have access to talent data they need to make informed business decisions Source: Taleo ,Talent Intelligence Report
The truth is that….. it can take several months, if not years, to get the right
THE EXECUTIVE’S GUIDE Strategic Workforce Planning #SWPWebinar
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
700 OFFICES WORLDWIDE The GLOBAL LEADER in Employee Assessment & Talent Management Solutions Established in 1991 125 COUNTRIES WORLDWIDE PRESENCE
50 MILLION USERS 45,000 CLIENTS 33 LANGUAGES 50,000,000 MILLION USERS
Diverse Base of Marquee Customers Customer Highlights § 11,000+ Active Customers § Includes Most Fortune 500 Global Companies
Clients We’ve Served
Companies Face Two Types of Problems… System People Problems Problems
Companies Face Two Types of Problems… System People Problems Problems WE FOCUS ON PEOPLE PROBLEMS.
We specialize and are experts in solving people problems in organizations
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
6 Steps STRATEGIC WORKFORCE PLANNING
www.profilesresearch.com
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
1 Establish where your business is going…
Areas of your business you want to: GROW MAINTAIN but make more PROFITABLE DIVEST EXIT Time and Resources
What does this changing strategy mean for the business?
Strategic change fails when the people implementing the change are….
How FAR, how FAST?
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
2 Understand where the labor market is going
Common factors to consider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
Common factors to consider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
Common factors to consider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
Common factors to consider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
Common factors to consider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
Understand your future 3 talent demand
Identify jobs you will need to: CREATE or PHASE OUT
on what really matters to avoid “Paralysis by Analysis”
Critical Roles Jobs that are mission critical to your future business strategy Gen X Y Critical Employee Segment
4 ASSESS YOUR CURRENT TALENT POOL 
HOW TO IDENTIFY YOUR BENCHSTRENGHTS ? HOW TO CONDUCT TALENT AUDIT? WHERE TO START?
FRANK SCHMIDT & JOHN HUNTER “Experts in Productivity and Organizational Psychology” Reported in… 85 Years of Research
Implications? Unless all your people are superior performers, you are losing money unnecessarily?
Implications? Every time you move performance of an employee from Average Superior YOU HAVE A DRAMATIC AND MEASURABLE IMPACT
Have you ever HIRED or PROMOTED someone Who end up as a ? disappointment!
DID YOU KNOW?
Interviews have a 14% success rate in identifying superior people!
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
Heads or Tails?
Heads or Tails?
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.
% 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.
% 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.
% 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.
% 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.
% 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.
% 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.
% 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.
KNOW “The TOTAL PERSON” 75% to increase hiring success up to
PEOPLE  are  like  …
This is what YOU SEE PEOPLE  are  like  …
Real  side  of  PEOPLE
10% Good But Limited Information Education, Experience and Skills
10% Good But Limited Information Education, Experience and Skills 90 % Essence of the
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
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
HOW TO IDENTIFY YOUR BENCHSTRENGHTS ? HOW TO CONDUCT TALENT AUDIT? WHERE TO START?
start with your TOP PERFORMERS
start with your TOP PERFORMERS
1. RESULTS start with your TOP PERFORMERS
1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS
1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3. CHARACTERISTICS
1. RESULTS
1. RESULTS Build a Performance Model (Success Profile)
1. RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum
1. RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale
1. RESULTS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale ü Calls Handled Per Hour
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
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…
2. POTENTIALS
Every success is 2. POTENTIALS different from one company to the other
2. We need to ask POTENTIALS 3 Questions?
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
ProfileXT® (PXT) Measures "The Total Person”
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
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
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
“...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and:
“...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and: ü Can deal with the mental demands of their position
“...(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
“...(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
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
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
The JobMatch™ Pattern (Performance Model) Shaded areas indicate the JobMatch pattern The JobMatch patterns show requirements for the job in your company
Good Match Dark areas indicate the JobMatch pattern Yellow boxes show the candidate’s scores
Good Match Drives a single job-match number
Questionable Match Shaded areas indicate the JobMatch pattern Yellow boxes show the candidate’s scores
Questionable Match Identify % match for every area
Distortion Scale Detect how candid the respondents answered the assessment
We can show you - graphically and quantifiably - to what degree current employees, or candidates for employment, match that standard.
start with your TOP PERFORMERS
1. RESULTS start with your TOP PERFORMERS
1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS
1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3. CHARACTERISTICS
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
1. How well will the worker “fit” the new job? Assess “The Total Person”
2. Will the worker have the “skills” to perform the new job? oving in your ent currently m 3. How is tal organ ization?
IDENTIFY YOUR TALENT 5 GAPS & STRATEGY TO CLOSE THEM
STRATEGIES TO CLOSE B TALENT GAPS 4 ’s
STRATEGIES TO CLOSE B TALENT GAPS 4 ’s Build
STRATEGIES TO CLOSE B TALENT GAPS 4 ’s Build Bounce
STRATEGIES TO CLOSE B TALENT GAPS 4 ’s Build Buy Bounce
STRATEGIES TO CLOSE B TALENT GAPS 4 ’s Build Buy Bounce Borrow
6 Implement your
3 key lessons that will help your Strategic Workforce Planning efforts Succeed!
1. Secure top-level executive sponsorship
2. Don’t attempt to swallow the entire elephant at once
And  finally….
Measure 7 metrics that matters
start with your TOP PERFORMERS
1. RESULTS start with your TOP PERFORMERS
1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS
1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3. CHARACTERISTICS
To summarize ...
6 Steps STRATEGIC WORKFORCE PLANNING
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
HEINTJIE SANTOS Assessment Solution Expert | Country Director, Singapore Connect with me Heintjie.Santos@profiles.com.sg THANK YOU > >
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!
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
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!
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
Contact Us help make your We can Strategic Workforce Planning a Profiles Assessment Asia (Pte.) Limited Success! An Authorized Strategic Business Partner of Profiles International 14 , Robinson Road, #08-01A, Far East Finance, Singapore 048545 Here to Get Started Click with a Free Trial and Consultation Email: info@profiles.com.sg Telephone: 65717031 No Upfront Investment, No Obligation, Fax: 63334636 100% Risk Free Website: www.profiles.com.sg CALL US +65 65717031 | EMAIL US info@profiles.com.sg Share , Connect and Follow Us www.profiles.com.sg www.profiles.com.sg ©2012 Profiles International, Inc. All rights reserved.

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Strategic Workforce Planning

  • 1.
  • 2.
    Hi! i’m L IANN Mo derator
  • 3.
  • 4.
    Receive a ComplementaryCritical 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! Identifieswhat 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 Targetfor 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.
  • 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 companieshave some level of workforce planning, only 21% of companies take a strategic, long-term approach. Source: Bersin and Associates, Research
  • 11.
    75% of companiesdo not have access to talent data they need to make informed business decisions Source: Taleo ,Talent Intelligence Report
  • 12.
    The truth isthat….. it can take several months, if not years, to get the right
  • 13.
    THE EXECUTIVE’S GUIDE StrategicWorkforce Planning #SWPWebinar
  • 14.
    Creating Value forOur 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 ofMarquee Customers Customer Highlights § 11,000+ Active Customers § Includes Most Fortune 500 Global Companies
  • 18.
  • 19.
    Companies Face TwoTypes of Problems… System People Problems Problems
  • 20.
    Companies Face TwoTypes of Problems… System People Problems Problems WE FOCUS ON PEOPLE PROBLEMS.
  • 21.
    We specialize andare experts in solving people problems in organizations
  • 22.
    Challenges Most OrganizationsFace… 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.
  • 24.
  • 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 yourbusiness you want to: GROW MAINTAIN but make more PROFITABLE DIVEST EXIT Time and Resources
  • 28.
    What does thischanging strategy mean for the business?
  • 29.
    Strategic change failswhen the people implementing the change are….
  • 30.
  • 31.
    The bottom lineis… 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 toconsider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  • 34.
    Common factors toconsider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  • 35.
    Common factors toconsider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  • 36.
    Common factors toconsider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  • 37.
    Common factors toconsider include: MACROECONOMIC FORECAST DEMOGRAPHIC TRENDS REGULATORY CHANGES TALENT MOVEMENT TRENDS
  • 38.
  • 39.
    Identify jobs youwill need to: CREATE or PHASE OUT
  • 40.
    on what reallymatters 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 IDENTIFYYOUR 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 allyour people are superior performers, you are losing money unnecessarily?
  • 48.
    Implications? Every time youmove performance of an employee from Average Superior YOU HAVE A DRAMATIC AND MEASURABLE IMPACT
  • 49.
    Have you everHIRED or PROMOTED someone Who end up as a ? disappointment!
  • 50.
  • 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.
  • 54.
  • 55.
    Source - ProfessorMike 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 HIRINGSUCCESS 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 HIRINGSUCCESS 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 HIRINGSUCCESS 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 HIRINGSUCCESS 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 HIRINGSUCCESS 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 HIRINGSUCCESS 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 HIRINGSUCCESS 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.
  • 65.
    This is whatYOU SEE PEOPLE  are  like  …
  • 66.
  • 67.
    10% Good ButLimited Information Education, Experience and Skills
  • 68.
    10% Good ButLimited Information Education, Experience and Skills 90 % Essence of the
  • 69.
    10% Good ButLimited 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 Checkingthe 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 IDENTIFYYOUR BENCHSTRENGHTS ? HOW TO CONDUCT TALENT AUDIT? WHERE TO START?
  • 74.
  • 75.
  • 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.
  • 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.
  • 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.
  • 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 onfit with the job…” TOP PERFORMERS fit their jobs and:
  • 95.
    “...(it) hinges onfit with the job…” TOP PERFORMERS fit their jobs and: ü Can deal with the mental demands of their position
  • 96.
    “...(it) hinges onfit 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 onfit 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 areasindicate the JobMatch pattern The JobMatch patterns show requirements for the job in your company
  • 101.
    Good Match Dark areasindicate the JobMatch pattern Yellow boxes show the candidate’s scores
  • 102.
    Good Match Drives asingle job-match number
  • 103.
    Questionable Match Shaded areas indicatethe JobMatch pattern Yellow boxes show the candidate’s scores
  • 104.
  • 105.
    Distortion Scale Detect how candidthe respondents answered the assessment
  • 106.
    We can showyou - graphically and quantifiably - to what degree current employees, or candidates for employment, match that standard.
  • 107.
  • 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 peoplemost 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 wellwill the worker “fit” the new job? Assess “The Total Person”
  • 113.
    2. Will theworker 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 thatwill help your Strategic Workforce Planning efforts Succeed!
  • 122.
    1. Secure top-levelexecutive sponsorship
  • 123.
    2. Don’t attempt to swallow the entire elephant at once
  • 124.
  • 125.
    Measure 7 metrics that matters
  • 126.
  • 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.
  • 131.
  • 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 ComplementaryCritical 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! Identifieswhat 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 Targetfor 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 liketo receive a complementary critical job study? A. Yes B. No Have an immediate need ? Call us at +65 65717031 URL: www.profiles.com.sg
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    Contact Us helpmake your We can Strategic Workforce Planning a Profiles Assessment Asia (Pte.) Limited Success! An Authorized Strategic Business Partner of Profiles International 14 , Robinson Road, #08-01A, Far East Finance, Singapore 048545 Here to Get Started Click with a Free Trial and Consultation Email: info@profiles.com.sg Telephone: 65717031 No Upfront Investment, No Obligation, Fax: 63334636 100% Risk Free Website: www.profiles.com.sg CALL US +65 65717031 | EMAIL US info@profiles.com.sg Share , Connect and Follow Us www.profiles.com.sg www.profiles.com.sg ©2012 Profiles International, Inc. All rights reserved.