This document discusses using psychometric assessment tools to improve employee selection, productivity, and retention. It notes that the three most common problems for companies are systems problems, people problems, and financial problems. It advocates putting the right people in the right jobs by assessing candidates' thinking styles, interests, traits, and job fit using tools like the ProfileXT assessment. This helps ensure candidates can perform jobs, want to perform jobs, and will perform jobs well. The goal is to identify top performers, maximize productivity, and increase retention of high performers.
- 61% of respondents to a survey of users of the Personnel Today Jobs site are actively looking for a job.
- Almost two thirds are currently in permanent roles and 64% have director or manager level positions.
- General personnel/HR and employee relations functions are the most common roles.
- Over three quarters rate the Personnel Today Jobs site positively in terms of ease of use, design, and relevance of jobs.
This is the first ever publication that introduced the term "Humantalents" in place of "Human Resources"
Author is the founder of Humantalents International
Right people in the right seats (Julia Langkraehr)Screen Pages
The document discusses how to identify if a business has the right people in the right roles using several tools. It introduces the EOS Model, which focuses on strengthening six key components: vision, people, data, issues, process, and traction. It emphasizes defining core values, creating an accountability chart to match skills to roles, and using a "people analyzer" to evaluate if people possess the right attributes. When all six components are strong, the business will be more successful, with the goal of operating at 80% strength across all areas.
Closers Playbook to Property Management LeadsLeadSimple
This document outlines a playbook on property management leads. It discusses why sales matters, highlighting the importance of conversion rates and costs per lead. It identifies three determining factors in sales: sales culture, sales process, and sales roles. It then discusses three keys to lead conversion: speed, persistence, and process. It provides tactics to improve speed such as tracking response times, automating first contact, automating lead distribution, and calling on weekends. It emphasizes the importance of persistence through continued follow up attempts. It also stresses having a documented sales process and developing service level agreements to measure performance. The overall message is that focusing on process is crucial for achieving the desired sales outcomes.
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
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…
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.
- 61% of respondents to a survey of users of the Personnel Today Jobs site are actively looking for a job.
- Almost two thirds are currently in permanent roles and 64% have director or manager level positions.
- General personnel/HR and employee relations functions are the most common roles.
- Over three quarters rate the Personnel Today Jobs site positively in terms of ease of use, design, and relevance of jobs.
This is the first ever publication that introduced the term "Humantalents" in place of "Human Resources"
Author is the founder of Humantalents International
Right people in the right seats (Julia Langkraehr)Screen Pages
The document discusses how to identify if a business has the right people in the right roles using several tools. It introduces the EOS Model, which focuses on strengthening six key components: vision, people, data, issues, process, and traction. It emphasizes defining core values, creating an accountability chart to match skills to roles, and using a "people analyzer" to evaluate if people possess the right attributes. When all six components are strong, the business will be more successful, with the goal of operating at 80% strength across all areas.
Closers Playbook to Property Management LeadsLeadSimple
This document outlines a playbook on property management leads. It discusses why sales matters, highlighting the importance of conversion rates and costs per lead. It identifies three determining factors in sales: sales culture, sales process, and sales roles. It then discusses three keys to lead conversion: speed, persistence, and process. It provides tactics to improve speed such as tracking response times, automating first contact, automating lead distribution, and calling on weekends. It emphasizes the importance of persistence through continued follow up attempts. It also stresses having a documented sales process and developing service level agreements to measure performance. The overall message is that focusing on process is crucial for achieving the desired sales outcomes.
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
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…
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.
Affintus - Why did we hire this guy webinar materialAffintus
About Affintus
Affintus delivers a scientific approach to human capital management. Using Affintus’ predictive solution businesses identify candidates who are the best fit for the position and the organization’s culture. Companies using the Affintus methodology achieve great hiring, which translates into higher productivity, lower turnover, faster time to hire and lower costs of hiring.
Understanding behavior-based interviewing by Paul C. Green, PhDMike Durand
The behavior-based interviewing strategy has become the most widely accepted method for conducting job interviews. It is based on the premise that past actions are the best predictor of future performance. Effective behavior-based interviews use a structured format with questions about specific examples from the candidate's past work experiences. This allows the interviewer to evaluate skills and predict how the candidate will perform in the new job. While not perfect, the behavior-based approach provides a reasonable, research-based method for selecting the best candidates.
How to Select and Identify High-PerformersProfiles Asia
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.
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.
This document provides an overview of behavioral event interviews (BEIs). It begins by contrasting BEIs with traditional interviews, noting that BEIs focus on eliciting specific examples of a candidate's past behaviors and actions, rather than hypothetical responses. The document then discusses several key aspects of conducting an effective BEI, including identifying the necessary job competencies, developing behavioral questions tied to those competencies, and structuring the interview to have candidates describe real situations in detail using the STAR technique. Overall, the document presents BEIs as a more valid assessment approach than traditional interviews for evaluating if a candidate is likely to demonstrate important competencies and perform well in a role based on their past experiences.
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.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
This presentation explores some common denominators that bond professionals, such as economic environment and career planning, and variations that distinguish each one, like individual’s whole person and career path. On top of the list for planning one’s own career is to understand one’s self as a whole person. What is important to you? Do you have a balanced outlook of life? Are there risk factors that might tip you off balance? What constitutes a rewarding career? Do you take charge of your own career?
The new career reality reflects that professionals face less opportunity to obtain advancement in the midst of downsizing, outsourcing, offshoring, restructuring and delayering. A new trend in employment also emphasizes the selection of candidates for the best ‘fit’ (not best ‘qualified’) with a position, boss, team, and company culture.
Do you keep an open mind to learn, adapt, take action, and choose the future? The career coach introduces a framework for planning professional career and personal actions. Despite uncertainties, take inventory of your behavioral repertoires and knowledge portfolio in terms of strengths and weaknesses. These competencies are assessable and improvable for desired career results and outcomes.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
This document provides 100 tips from Fortune 500 recruiters on effective job searching, including the importance of networking, having a clear understanding of career goals, being prepared for interviews, and being honest. Recruiters discuss common mistakes like poor networking and lack of preparation, and recommend top resources like LinkedIn, referral programs, and current employees. The tips are meant to help job seekers better understand what recruiters look for and avoid common pitfalls in the hiring process.
This document provides 100 job search tips from recruiters at Fortune 500 companies. It begins with introductions from recruiters and career experts. The bulk of the document consists of tips and advice from individual recruiters on topics like networking, interviewing, common mistakes, and favorite recruiting stories. It aims to give job seekers insights directly from recruiters on what they look for in candidates.
“Work keeps at bay three great evils: boredom, vice, and need.”
Voltaire from Candide
Human Resource Management (HRM) refers to the functions in an organization that designs the jobs, recruits, hires, creates and administers the rules of employee conduct and the relationship between employer and employee, and manages termination through firing, severance, or retirement. HRM has become very sophisticated in the last several decades as a greater appreciation of the strategic importance of leveraging an organization’s talent pools has developed.
HRD summit 2011 people management why organisations... dist versnjhceo01
This document discusses common mistakes organizations make regarding people management and how to address them. It begins by summarizing the document, then provides three key points:
1. Organizations often misunderstand or inadequately measure concepts like employee engagement and fail to apply models that could help. Effective measurement requires understanding engagement as multi-dimensional and using both qualitative and quantitative frameworks.
2. Employee surveys are often mishandled by focusing too much on response rates rather than taking proactive, integrated approaches and using surveys to gain insights to drive sustainable changes. Best practices include viewing surveys as ongoing diagnostics.
3. People management is rarely properly evaluated or measured, but it is key to improving organizations. Evaluations
Knowing me knowing you client evening 29 feb 2012Huntswood
Huntswood uses psychometric assessments like the Thomas International suite of tools to help clients succeed through understanding strengths, limitations, and behaviors. These tools provide insights into aptitude, personality, emotional intelligence, and how individuals and teams operate. Huntswood helps clients interpret results to improve performance across the employee lifecycle from recruitment to development to retention. The presentation discussed how assessments identify strengths and development areas to build high-performing teams and coach individuals effectively.
The document discusses the importance of assessing a candidate's ethics and cultural fit during the hiring process, not just their skills. It notes that many HR managers focus only on verifying skills through standardized interviews and tests, which candidates can prepare for and fail to reveal issues. This approach allows for ethical or cultural misfits to be hired who can damage the organization. The document recommends optimizing the interview to assess skills and integrity simultaneously through techniques like role plays, behavioral questions, and inviting industrial psychologists to screening panels. It also suggests reviewing candidates' public social media and investing in civility training for employees once hired.
Talent-Acquisition Tool (TAT) provides a scientific way to hire and evaluate employees through online pre-employment testing and competency-based interviews. It assists organizations by shortlisting the right candidates, increasing hiring of the right people, aligning selection processes with business objectives, improving productivity and retention, and reducing turnover costs. TAT allows companies to access a large pool of candidates, conduct behavioral, essential skills and technical tests, and generate detailed reports to evaluate both potential and current employees.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
The document discusses strategies for attracting and retaining mature experienced workers as the workforce ages. It recommends six steps which include using succession planning and job matching systems to place mature workers in new roles that utilize their experience. It also recommends ensuring managers are objective and "age blind" when communicating with diverse workers and using assessments to understand generational differences to help mature and young workers relate better. Assessments provide data to understand the current workforce realities and plan future strategies for dealing with an aging workforce.
Gerry Crispin Shares the Candidate Experience Awards at the Best Recruiter Ce...ClearedJobs.Net
At the 5th Annual Best Recruiter Celebration, Gerry Crisping commending the attending companies for being recognized as Best Recruiters and thanked ClearedJobs.Net for speardeading the Best Recruiter Program
Are you a current Sage 300 ERP user and want to learn how to use your system better? Were you using an older version and recently upgraded? From a beginner to an advanced user, this session will help you increase your productivity using Visual Process Flows, shortcuts for Importing and Exporting data, and more. You'll get great tips for using both new and existing features, and be able to wow your boss with everything you learned at Summit this year!
Asyma E3 2014 The Impact of Cloud Computing on SME'sasyma
The document discusses how cloud computing can provide benefits to small and medium-sized enterprises (SMEs). It outlines how cloud services have evolved from time-sharing mainframes to today's software-as-a-service (SaaS) models. The cloud offers SMEs important advantages like reduced costs through economies of scale, lower barriers to entry since they don't need to purchase their own software and infrastructure, and improved scalability. While concerns around data security and control remain for some businesses, the cloud is becoming increasingly important for SMEs to remain competitive through improved productivity and flexibility.
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Affintus - Why did we hire this guy webinar materialAffintus
About Affintus
Affintus delivers a scientific approach to human capital management. Using Affintus’ predictive solution businesses identify candidates who are the best fit for the position and the organization’s culture. Companies using the Affintus methodology achieve great hiring, which translates into higher productivity, lower turnover, faster time to hire and lower costs of hiring.
Understanding behavior-based interviewing by Paul C. Green, PhDMike Durand
The behavior-based interviewing strategy has become the most widely accepted method for conducting job interviews. It is based on the premise that past actions are the best predictor of future performance. Effective behavior-based interviews use a structured format with questions about specific examples from the candidate's past work experiences. This allows the interviewer to evaluate skills and predict how the candidate will perform in the new job. While not perfect, the behavior-based approach provides a reasonable, research-based method for selecting the best candidates.
How to Select and Identify High-PerformersProfiles Asia
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.
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.
This document provides an overview of behavioral event interviews (BEIs). It begins by contrasting BEIs with traditional interviews, noting that BEIs focus on eliciting specific examples of a candidate's past behaviors and actions, rather than hypothetical responses. The document then discusses several key aspects of conducting an effective BEI, including identifying the necessary job competencies, developing behavioral questions tied to those competencies, and structuring the interview to have candidates describe real situations in detail using the STAR technique. Overall, the document presents BEIs as a more valid assessment approach than traditional interviews for evaluating if a candidate is likely to demonstrate important competencies and perform well in a role based on their past experiences.
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.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
This presentation explores some common denominators that bond professionals, such as economic environment and career planning, and variations that distinguish each one, like individual’s whole person and career path. On top of the list for planning one’s own career is to understand one’s self as a whole person. What is important to you? Do you have a balanced outlook of life? Are there risk factors that might tip you off balance? What constitutes a rewarding career? Do you take charge of your own career?
The new career reality reflects that professionals face less opportunity to obtain advancement in the midst of downsizing, outsourcing, offshoring, restructuring and delayering. A new trend in employment also emphasizes the selection of candidates for the best ‘fit’ (not best ‘qualified’) with a position, boss, team, and company culture.
Do you keep an open mind to learn, adapt, take action, and choose the future? The career coach introduces a framework for planning professional career and personal actions. Despite uncertainties, take inventory of your behavioral repertoires and knowledge portfolio in terms of strengths and weaknesses. These competencies are assessable and improvable for desired career results and outcomes.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
This document provides 100 tips from Fortune 500 recruiters on effective job searching, including the importance of networking, having a clear understanding of career goals, being prepared for interviews, and being honest. Recruiters discuss common mistakes like poor networking and lack of preparation, and recommend top resources like LinkedIn, referral programs, and current employees. The tips are meant to help job seekers better understand what recruiters look for and avoid common pitfalls in the hiring process.
This document provides 100 job search tips from recruiters at Fortune 500 companies. It begins with introductions from recruiters and career experts. The bulk of the document consists of tips and advice from individual recruiters on topics like networking, interviewing, common mistakes, and favorite recruiting stories. It aims to give job seekers insights directly from recruiters on what they look for in candidates.
“Work keeps at bay three great evils: boredom, vice, and need.”
Voltaire from Candide
Human Resource Management (HRM) refers to the functions in an organization that designs the jobs, recruits, hires, creates and administers the rules of employee conduct and the relationship between employer and employee, and manages termination through firing, severance, or retirement. HRM has become very sophisticated in the last several decades as a greater appreciation of the strategic importance of leveraging an organization’s talent pools has developed.
HRD summit 2011 people management why organisations... dist versnjhceo01
This document discusses common mistakes organizations make regarding people management and how to address them. It begins by summarizing the document, then provides three key points:
1. Organizations often misunderstand or inadequately measure concepts like employee engagement and fail to apply models that could help. Effective measurement requires understanding engagement as multi-dimensional and using both qualitative and quantitative frameworks.
2. Employee surveys are often mishandled by focusing too much on response rates rather than taking proactive, integrated approaches and using surveys to gain insights to drive sustainable changes. Best practices include viewing surveys as ongoing diagnostics.
3. People management is rarely properly evaluated or measured, but it is key to improving organizations. Evaluations
Knowing me knowing you client evening 29 feb 2012Huntswood
Huntswood uses psychometric assessments like the Thomas International suite of tools to help clients succeed through understanding strengths, limitations, and behaviors. These tools provide insights into aptitude, personality, emotional intelligence, and how individuals and teams operate. Huntswood helps clients interpret results to improve performance across the employee lifecycle from recruitment to development to retention. The presentation discussed how assessments identify strengths and development areas to build high-performing teams and coach individuals effectively.
The document discusses the importance of assessing a candidate's ethics and cultural fit during the hiring process, not just their skills. It notes that many HR managers focus only on verifying skills through standardized interviews and tests, which candidates can prepare for and fail to reveal issues. This approach allows for ethical or cultural misfits to be hired who can damage the organization. The document recommends optimizing the interview to assess skills and integrity simultaneously through techniques like role plays, behavioral questions, and inviting industrial psychologists to screening panels. It also suggests reviewing candidates' public social media and investing in civility training for employees once hired.
Talent-Acquisition Tool (TAT) provides a scientific way to hire and evaluate employees through online pre-employment testing and competency-based interviews. It assists organizations by shortlisting the right candidates, increasing hiring of the right people, aligning selection processes with business objectives, improving productivity and retention, and reducing turnover costs. TAT allows companies to access a large pool of candidates, conduct behavioral, essential skills and technical tests, and generate detailed reports to evaluate both potential and current employees.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
The document discusses strategies for attracting and retaining mature experienced workers as the workforce ages. It recommends six steps which include using succession planning and job matching systems to place mature workers in new roles that utilize their experience. It also recommends ensuring managers are objective and "age blind" when communicating with diverse workers and using assessments to understand generational differences to help mature and young workers relate better. Assessments provide data to understand the current workforce realities and plan future strategies for dealing with an aging workforce.
Gerry Crispin Shares the Candidate Experience Awards at the Best Recruiter Ce...ClearedJobs.Net
At the 5th Annual Best Recruiter Celebration, Gerry Crisping commending the attending companies for being recognized as Best Recruiters and thanked ClearedJobs.Net for speardeading the Best Recruiter Program
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Are you a current Sage 300 ERP user and want to learn how to use your system better? Were you using an older version and recently upgraded? From a beginner to an advanced user, this session will help you increase your productivity using Visual Process Flows, shortcuts for Importing and Exporting data, and more. You'll get great tips for using both new and existing features, and be able to wow your boss with everything you learned at Summit this year!
Asyma E3 2014 The Impact of Cloud Computing on SME'sasyma
The document discusses how cloud computing can provide benefits to small and medium-sized enterprises (SMEs). It outlines how cloud services have evolved from time-sharing mainframes to today's software-as-a-service (SaaS) models. The cloud offers SMEs important advantages like reduced costs through economies of scale, lower barriers to entry since they don't need to purchase their own software and infrastructure, and improved scalability. While concerns around data security and control remain for some businesses, the cloud is becoming increasingly important for SMEs to remain competitive through improved productivity and flexibility.
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Asyma E3 2012 - "The right people in the right seats" - Jim Brown
1. “The Right People In
The Right Seats”
Building a more engaged, more
productive workforce with
Psychometric Assessment tools.
2. The Right People in the Right Seats
The three most common problems companies
have are:
1. Systems Problems, or
2. People Problems
Either of which can create…
3. Financial Problems, such as:
• a. Higher Costs
• b. Poor Revenue Stream
• c. Lost Opportunities
• d. Low Profit margins
4. The Right People in the Right Seats
Put the right people
on the bus.
Get the wrong people
off the bus.
Put the people in the
right seats on the bus.
The bus will take you
where you want to go.
7. The Right People in the Right Seats
Why do we continue to put the wrong
people in our jobs?
We believe that poorly selected people are a normal
part of doing business.
Our hiring practices may be too “instinctive” and not
scientific enough.
We think we can change people.
People are not easy to Change!!
8. The Right People in the Right Seats
Today’s Objectives
To IDENTIFY the characteristics
of top performers
To maximize employee
PRODUCTIVITY
To increase the RETENTION of
peak performers
9. The Right People in the Right Seats
Selection Process – Step 1
PAST
History
Résumé,
Past
Employment,
Education,
Background
Check
10. The Right People in the Right Seats
The Top Three Reasons People Fail
Incompetence
Incompatibility
Dishonesty
Peter Drucker,
Famous Management Consultant states:
“Chances are good that up to 66% of your
company’s hiring decisions will prove to be
mistakes in the first twelve months.”
11. The Right People in the Right Seats
Selection Process – Step 2
PAST PRESENT
History Interview
Résumé,
Past Gut Feeling,
Employment, Appearance,
Education, Personality,
Background Interview
Check
12. The Right People in the Right Seats
The Interview
“63% of all hiring decisions are
made during the first 4.3 minutes
of an interview.”
– SHRM Study, reported in USA Today
13. The Right People in the Right Seats
Check Applicants
36,000 business failures are
caused by employee theft
Employees steal 10 times more
than shoplifters
Absenteeism costs a 50 employee
company $31,100 annually
This is your applicant pool!
14. The Right People in the Right Seats
Provides a
structured
interview and
employment
history
18. The Right People in the Right Seats
Selection Process – Step 2
PAST PRESENT
History Interview
Résumé, Gut Feeling,
Past Appearance,
Employment, Personality,
Education, Interview,
Background SOS II
Check
19. The Right People in the Right Seats
Selection Process – Step 3
History
Résumé,
Interview
PAST Gut Feeling,
Past PRESENT
Appearance,
Employment,
Personality,
Education,
Interview,
Background
SOS II
Check
Testing &
Job
Matching FUTURE
20. The Right People in the Right Seats
Utilize All of Your Resources
Interview – Psychological Bulletin Vol. 96,
14% No. 1, August 1994
+ Professor Mike Smith,
Background Checks &
Integrity Testing 26% University of Manchester
+
Personality Testing 38%
+
Ability Testing 54%
+
Interest Testing 66%
+
Job Matching 75%
21. The Right People in the Right Seats
The Total Person
10% - Good But Limited Information:
Skills, Experience & Company Match
90% - Essence of the
Total Person:
Thinking Style
Occupational Interests
Behavioral Traits
Job Fit
22. The Right People in the Right Seats
Using Assessments
“The appropriate use of professionally
developed assessment tools on average
enables organizations to make more
effective employment-related decisions than
the use of simple observation or random
decision making.” “Testing and Assessment:
An Employer’s Guide to Good Practices”
US Department of Labor
Employment and Training Administration
23. The Right People in the Right Seats
Seeking The Total Person
History Interview
PAST Résumé, Gut Feeling,
Past Appearance, PRESENT
Employment, Personality,
Education, Interview,
Background SOS II
Check
Testing &
Job
Matching
ProfileXT FUTURE
24. The Right People in the Right Seats
What the ProfileXT Measures
Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match
Can the person Learning Index 1 2 3
Thinking Style
4 5 6 7 8 9 10
do the job? Verbal Skill
Verbal Reasoning
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 1 2 3 4 5 6 7 8 9 10
Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
How will the person Assertiveness
Sociability
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Manageability 1 2 3 4 5 6 7 8 9 10
do the job? Attitude
Decisiveness
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
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
Occupational Interests
Will the person Interests Ranking
Enterprising 1
Top three interests for this position
2 3 4 5 6 7 8 9 10
People Service 1 2 3 4 5 6 7 8 9 10
want to do the job? Creative 1 2 3 4 5 6 7 8 9
Lowest three interests for this position
10
Financial/Administrative
Technical
Mechanical
15
25. The Right People in the Right Seats
Can the Person Do the Job?
Thinking Style
1 2 3 4 5 6 7 8 9 10
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
27. The Right People in the Right Seats
Will The Person Do the Job?
Occupational Interests
1 2 3 4 5 6 7 8 9 10
Enterprising
Financial/Administrative
People Service
Technical
Mechanical
Creative
28. The Right People in the Right Seats
How Will The Person Do the Job?
Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgement
29. The Right People in the Right Seats
The JobMatch ™ Pattern
Shaded areas indicate
the JobMatch pattern
The JobMatch patterns
show requirements for
the jobs in your
company
Use these patterns for:
Placement
Retention
Training
Promoting
Managing
Planning
30. The Right People in the Right Seats
Interview Questions
What kind of high stress situations have you
experienced in which important calculations were
necessary?
When making budgetary decisions, can you rapidly see
where resources can be reallocated or redistributed?
If required to organize financial data, what would
motivate you best to get the job done?
If working long hours analyzing data or solving
technical problems, what ways do you maintain your
motivation to persevere?
31. The Right People in the Right Seats
Multiple ProfileXT Reports
The Individual Profile Report
The Individual Graph Report
The Performance Model Comparison Report
The Interview Guide – Challenge areas
The Interview Guide – Total Person Report
The Comparison Summary Report
The Summary Graph Report
The Strategic Workforce Planning Report
The Candidate Matching Report
32. The Right People in the Right Seats
Today’s Objectives
To IDENTIFY the characteristics
of top performers
To maximize employee
PRODUCTIVITY
To increase the RETENTION of
peak performers
33. The Right People in the Right Seats
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
September. - Oct. 1999
34. The Right People in the Right Seats
Job Related Competencies
Productivity
Quality of Work
Initiative
Teamwork
Problem Solving
35. The Right People in the Right Seats
Additional Information
Response to job-related stress,
frustration and conflict
How to motivate the employee
Whether the employee is internally or
externally motivated
36. The Right People in the Right Seats
Primary Behavioral Tendencies
Productivity
He places strong emphasis on motivation and maintaining a great deal of intensity and emotional
drive in the work situation.
He can accomplish goals through people.
John can generate enthusiasm for the projects of others.
Quality of Work
Mostly, he is compatible with work assignments where consistent high quality and accuracy are
rewarded.
Usually, John is thorough and concerned with quality; however, he tends to become bored quickly
with detailed work.
Generally, he will work effectively with team members to set and maintain quality standards.
Initiative
He can generate innovative ideas, approaches, and solutions.
Being creative, he is willing to experiment with change.
He is quick to recognize opportunities.
37. The Right People in the Right Seats
Response to Job Related Stress
When experiencing stress, frustration, and/or conflict in a job setting, John may:
Be optimistic, reassuring.
Be trusting and accepting.
Display a positive attitude regarding outcomes of conflict.
Be approachable and open to others.
Demonstrate flexibility in making workable compromises.
See both sides of an argument.
If, however, the level of stress, frustration, and/or conflict becomes intense and/or
continues over an extended period of time, there may be a tendency to:
Become careless and disorganized.
Make overly optimistic assessments of others and outcomes.
Over-estimate his own ability to change others.
Experience difficulty planning and estimating time expenditure.
Make overly optimistic, unrealistic promises.
Oversell himself, relying too much on his verbal skills.
Become overly entertaining, which could distract from the seriousness of the situation.
38. The Right People in the Right Seats
Work Motivation
This section of the report describes the different types of incentives, rewards, and conditions that are most
compatible with John’s behavioral tendencies and motivational style. In motivating him, consider providing:
Public and social recognition.
Approval and acceptance.
Group activities outside of the job, participating in the community, identifying with
various social groups.
Assignments with a high degree of people contacts, opportunity to be with people.
Freedom from controls and details.
The opportunity for freedom of artistic expression.
Acknowledgement of his feelings.
Attention, popularity, the opportunity to be in the spotlight.
39. The Right People in the Right Seats
Motivational Energy (ME)
Motivational Energy (ME) reflects the intensity that an individual shows and how he
approaches most situations. John’s ME indicates that he will approach most situations
with a moderate intensity and suggests that he might be inclined to show one or more
of the following behavioral tendencies:
Capable of making unpopular decisions under normal
circumstances, he becomes reluctant to make decisions when
disagreements escalate.
He may become overly involved in socializing at the expense of
proper time management.
John might be inclined to make overly optimistic and unrealistic
promises.
40. The Right People in the Right Seats
Suggestions for Improving Effectiveness
Management Report – Sally Sample
Ensure that Sally has the backup needed from more detail-minded
teammates and that she utilizes their strengths.
Demonstrate a facilitative leadership style that exemplifies teamwork, so that
Sally understands its value to change process.
Help Sally to pace her work in alignment with the needs of change
procedures, at least until the initial phases of the process are launched.
Caution Sally about any frustrations she may feel about those who accept
change less openly than she.
41. The Right People in the Right Seats
Our Belief
“People are happiest and most productive
when they are fully engaged and winning”
43% - Not formally educated or trained
67% - Unhappy and/or dissatisfied with current position
– United States Bureau of Labor Statistics
42. The Right People in the Right Seats
Today’s Objectives
To IDENTIFY the characteristics
of top performers
To maximize employee
PRODUCTIVITY
To increase the RETENTION of
peak performers
43. The Right People in the Right Seats
We Can Help You
Select and Hire more effectively
Improve Employee Engagement
Groom the right future managment candidates
Train in the right areas for greater ROI
Develop World Class Customer Service
Receive Objective Management Feedback