This document discusses a five-step process called "Turbocharged Screening & Selection" to improve personnel selection decisions. The five steps are: 1) Develop an ideal personality profile for the job; 2) Validate the profile with current employees' performance; 3) Create a scoring sheet to evaluate candidates; 4) Design interview questions focused on fits and gaps; 5) Evaluate candidates' responses. The goal is to systematically match candidates' personalities to jobs in order to make faster and better hiring decisions.

1. “ Turbocharged Screening & Selection” Better, Faster Personnel Decisions 4/15/10 Creating Confident Organizations Paul Dumouchelle Management Consultant 614-789-9222 [email_address]

2. Strategy Execution Alignment Creating Confident Organizations The Triangle of Confidence

7. Step One Developing an Ideal Personality Target To systematically match people to work we need a personality assessment tool that can be used in the hiring process. ADVISA uses the Predictive Index® system (PI). The PI system includes an online process that generates a pattern which describes the behaviors we’re looking for in a particular job – this is called the “PRO.” With the PRO we define the behavioral target of a theoretically “ideal” performer.

11. Step Two: Incumbent Analysis to Validate PRO We validate the PRO by using PI assessment results from our current employees in the position. The key analysis is to link personality traits measured by PI with individual job-performance ratings.

12. Step Two: Incumbent Analysis to Validate PRO This analysis can be done in a variety of ways: Quantitative – This involves a standard statistical regression analysis of performance vs. personality. Qualitative – We conduct the same performance vs. personality comparison but with smaller sample sizes and correspondingly greater use of judgment.

14. Step Two: Qualitative Example Original PRO Average of Bottom Performers Average of Top Performers

15. Step Two: Incumbent Analysis to Validate PRO Incumbent analysis provides real world validation that our theoretical “Ideal Personality Target” as defined in the Job PRO is accurate. Depending on the results, we would adjust our “Original PRO” based on what we learned from incumbent analysis. For our “Innovation Leader” example no adjustment is necessary.

16. Step Two: Incumbent Analysis to Validate PRO In addition, this process will highlight those personality elements that are “Most Critical” for success. In some jobs, for example, decision-making may be more important than communication style. In that case, we put greater weight on a candidates’ decision-making approach in evaluating whether they fit the job.

17. Step Two: Incumbent Analysis to Validate PRO In our “Innovation Leader” example we have opposite relationships on the A:D combination – Top Performers are Highest A & Low D while Bottom Performers are Lowest A & Highest D. Thus, A:D is a “most critical” element. Average of Top Performers Average of Bottom Performers

18. Step Two Completed: Incumbent Analysis to Validate PRO By validating our “Ideal Personality Target” in the Job PRO we simplify selection by prioritizing key characteristics thus leading to better focus and faster decisions .

20. Step Three: Introduction - Job Matching Scoresheet Evaluating many candidates’ personality profiles involving multiple personality factors and comparing them to an “Ideal Personality Target” in the Job PRO is a complex process. The “Job Matching Scoresheet” simplifies the process without losing the analytical power provided by all this valuable information.

21. Step 3: Innovation Leader Job Matching Scoresheet Job Matching Scoresheet Validated PRO Element Individual PI Result Most Critical A > D High A NA High B NA Low C Low D NA Max of 5 Max of 2 Total Max of 7

22. Step 3: Innovation Leader Assessment Scale Sample Scale for Combined Total 0 to 1 Very Weakly 2 to 3 Weakly 4 to 5 Somewhat 6 Strongly 7 Very Strongly

23. Step 3: Innovation Leader Scoring Candidates Candidate for Innovation Leader

24. Step 3: Innovation Leader Scoring Candidates Job Matching Scoresheet Validated PRO Element Candidate PI Most Critical A > D High A 1 NA High B 1 NA Low C 1 1 Low D NA 3 1 Total 4 Candidate for Innovation Leader

25. Step 3: Innovation Leader Assessment Scale Our candidate scores a “4” – which is only “Somewhat” of a match. Sample Scale for Combined Total 0 to 1 Very Weakly 2 to 3 Weakly 4 to 5 Somewhat 6 Strongly 7 Very Strongly Candidate for Innovation Leader

26. Step Three Completed: Job Matching Scoresheet Our Assessment Scale puts our candidate at a “Somewhat” score, indicating there are several gaps between their personality and the PRO. If we interview the candidate we will use this information to put special emphasis on the key gaps to really dig into how serious an issue this may create. In addition, having a single number to represent the level of personality fit with the job makes it easier to compare multiple candidates and rank them on this measure.

29. Step Four: Introduction - Designing Interview Questions Once we develop the Scoresheet we have defined the qualities we’re seeking in candidates for the job. This provides a roadmap for developing an interview guide with targeted questions about those qualities.

30. Step Four: Behavioral Interview Questions In preparing questions we follow the behavioral questioning principle that past behavior is the best indicator of future actions. Our questions get candidates to describe their past behaviors with open-ended behavioral questions.

33. Step Four: Selecting Behavioral Interview Questions for “Gaps” Exploring gaps identified in the Job Matching Scoresheet is an important part of the process. After all, we’ve invested considerable time in describing what we’re looking for in the job. When a gap occurs it indicates the personality assessment has identified a mismatch on that personality element.

34. Step Four: Selecting Behavioral Interview Questions for “Gaps” It is important to remember that not all gaps are created equal. Some may be so important and so strong as to place a candidate at the very bottom of the priority ranking. Others may be relatively unimportant. In most cases, we want to conduct a targeted probe with the candidate regarding the mismatch to determine if they can address the personality mismatch with learned behaviors.

36. Step Four: Selecting Behavioral Interview Questions for “Gaps” PRO Individual PI Result Hiring Manager Gap Feedback A > D D > A High D & Low A The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they are conservative, cautious and need to follow “a book” to ensure details are right. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you came up with a new and untried solution to a challenge.

37. Step Four: Selecting Behavioral Interview Questions for “Gaps” PRO Result Individual PI Result Hiring Manager Gap Feedback Position: Innovation Leader A > D D > A High D & Low A The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they are conservative, cautious and need to follow “a book” to ensure details are right. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you came up with a new and untried solution to a challenge. D > A Both High The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they need “a book” while pursuing results. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you came up with a new and untried solution to a challenge. D > A Both Low The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they are more of a cooperative and supportive team member who is casual about details. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you took the initiative to create positive change all by yourself.

38. Step Four Completed: Designing Interview Questions Using the Job Matching Scoresheet to identify personality fits and gaps simplifies the process of determining where a candidate might be good for a job, or, face a particular challenge in a job. Developing the questions in advance allows interviewers to quickly conduct probing evaluations that will determine a candidate’s potential.

40. Step Five: Introduction - Evaluating Candidates’ Responses Preparing to ask better questions, of course, is only half the battle. The other half is to ensure your interviewers know what to LISTEN for. The target has already been determined in our work on the gap questions – we take the first sentence of the Hiring Manager Gap Feedback and reformat this as a response assessment.

41. Step Five: Evaluating Candidates’ Responses For example – with regards to the behaviors identified in the A:D relationship (risk taking), we’ve identified the following as most-critical to success: “ The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement . . .”

42. Step Five: Evaluating Candidates’ Responses Instruction regarding response assessment can then be prepared along these lines: “ Look for examples in the candidates’ responses on judgment and decision-making that demonstrate independence, self-confidence, and comfort with risk while demanding goal achievement.”

43. Step Five: Evaluating Candidates’ Responses For example – one question regarding risk is: “Tell me about a time when you had to make a difficult decision on the spot – talk me through your thought process and tell me how you came upon your decision.” One possible candidate response is shown on the following pages.

44. Step Five: Evaluating Candidates’ Responses “ In my last job my primary objective was to reduce costs by 5% within 90 days. During my first meeting with my team I decided to switch suppliers for a key component immediately. My predecessor didn’t want to change suppliers because of our current vendor’s long relationship with us and record of reliability. The new supplier had been approved by engineering, manufacturing, purchasing – everyone – but people hesitated to make the change. I knew I had to set a new tone for the group if we were going to achieve our goal – so I decided right then and there to make the switch and we started implementation actions right away. This was a key element of our success in beating the goal.”

46. Step Five: Evaluating Candidates’ Responses It is important to note that high-quality responses when a candidate has a gap between the PRO and their PI demonstrate the candidate has the potential to fulfill the job’s requirements despite the gap.

47. Step Five: Completed – Evaluating Candidates’ Responses Clarifying expectations on candidate responses accelerates and simplifies candidate evaluation by allowing the interviewer to clearly categorize candidates’ responses as either adequate, or not.

48. Turbocharged Screening & Selection Conclusion “ TSS” provides a more-efficient approach to more-effective PI use in the Hiring, Selection and other alignment processes.