How to Hire and Retain the Best Employees with Gerry Hoeffner Personnel Dynamics Consulting 2601 Lazy Hammock Lane, Fort Pierce, FL 34981 www.PersonnelDynamics.net Assessments · Consulting · Training

Wild About HR!!!

_____?______ Management History of HR _____?______ Management Human Resources Personnel Payroll

What is Next Talent Management Human Resources Personnel Payroll

The Hiring Economy

5.3 5.7 US Bureau of Labor Statistics, March, 2015

5.3 5.7 US Bureau of Labor Statistics, March, 2015

Unemployment 2015 2010 Florida 5.7 11.3 Indian River 6.9 13.0 2015 2010 Florida 5.7 11.3 Indian River 6.9 13.0 Brevard 6.1 11.4 Osceola 5.8 12.5 Volusia 5.9 12.0 Orange 5.1 10.8 Seminole 4.9 10.7 Flagler 6.6 11.8 BLS – May, 2015

2010 Unemployment by County 11.3

2015 Unemployment by County US Bureau of Labor Statistics,. May 2015

2010 Unemployment by State

2015 Unemployment by State

Do we feel the change?

National Unemployment By Education US Bureau of Labor Statistics, April, 2015

Florida Employed BLS – March 2014

Are they staying longer? Average Tenure 2002 3.7 years 2004 4.0 years 2006 4.0 years 2008 4.1 years 2010 4.4 years 2012 4.6 years 2014 4.6 years

Workforce Getting Older

How Does This Affect HR?

Talented Employees Have Choices! And the good ones may leave.

Can You Afford to Make a Mistake? Do you know how much a mistake costs? Personnel Dynamics Consulting

What Is A Hiring Mistake? Does Not Stay Mismatch With The Position Does Not Meet Expectations Work Habits Are Questionable Poor Attitude Causes Drama

How Expensive is a Hiring Mistake? How high is your turnover rate? How much does it cost to lose an employee?

Turnover Is Expensive

How Expensive is a Hiring Mistake? www.TurnoverCalculator.com Coupon Code: FPHRA2015 3 Day Trial - Free

When You Get Tired of Making Hiring Mistakes Behavior Analytics When You Get Tired of Making Hiring Mistakes

Behavior Analytics When You Want To Select People Who Fit When You Want To Develop Good Working Teams When You Have To Drive Performance When You Have To Coach Teams

What Is Behavior Analysis? A Science Of How People Behave

Origin of Assessments After WWII Critical people failed Great training was not enough Some can, some can’t The first proto-type of the Predictive Index was created in 1955 by Dr. Arnold Daniels.

Behavioral Science Knowing the differences in human behavior vs. Predicting human behavior

TRADITIONAL BEHAVIORAL TYPOLOGIES Why Is This Important? TRADITIONAL BEHAVIORAL TYPOLOGIES Past Performance Predicted Performance Predictive Index Past Performance Predict Future Performance Demand & Reward Structure of the Environment Motives, Priorities, Value System

Analyzing Your Applicants Experience Knowledge Skills Education Attitude/Values Literacy Health Intelligence Interest (What makes them do what they do)

Analyzing Your Applicants Application Interview Experience Knowledge Interaction Skills Education Attitude/Values Literacy Health Intelligence Interest (What makes them do what they do)

What Motivates Them Makes A Difference.

How are they different? Who is right? Does the organization change depending who is holding this position?

Is There Bias In Your Answer?

What Do You See? Stimulus Response – It is how an individual will respond to the environment. It measures the foundation of behaviors that impact work performance. It reveals the motivating factors that cause a person to act.

How Do You Balance Your Personal Bias?

Predictive Index Which areas are most critical to you at this time?

What Is PI? PI helps answer questions like: What motivates them to action? For what kinds of work are they best suited? What meets their needs, and therefore unleashes their greatest energy and best efforts? How do they reach their judgments around people and things? What is their basis for judgment?

How Do We Do This? Supervisor Completes the PRO (Analyze The Job)

Analyze the Job The PRO Measures the Behavioral Demands of the Job.

The focus of this job is on achieving results which are aligned with the larger picture of the organization and its strategic goals. Initiative, coupled with a sense of competitive drive, and the ability to stay focused on results despite changing conditions, is the key to achieving the performance objectives of this job. Because environmental and organizational conditions change rapidly, the work involves innovation and creativity in generating ideas for quick response. Decision-making is focused on implementing practical, timely solutions.   The job requires getting things done quickly and handling a variety of activities. Self-assurance, and the confidence to purposely drive toward results while constantly problem-solving and engaging the commitment of others is essential. A leadership style that is firm and goal oriented, and yet motivates, trains, and engages others in an enthusiastic way is important. The emphasis on building rapport and relationships with individuals and groups requires an outgoing, poised and persuasive communication style.

D O M I N A N C E EXTROVERSION P A T I E N C E F O R M A L I T Y What Are We Measuring? Low High Factor A – measures the drive to exert one’s influence on people and events. Factor B – measures the drive for social interaction with other people. Factor C – measures the intensity of a person’s tension and pace. Factor D – measures the drive to conform to formal rules and structure. D O M I N A N C E LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH EXTROVERSION LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH P A T I E N C E LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH F O R M A L I T Y LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH

How Do We Do This? Individual Completes the PI (Analyze The Person) Supervisor Completes the PRO (Analyze The Job) Individual Completes the PI (Analyze The Person)

Analyze the Person Free Choice

PI Report Self: what comes naturally. Self Concept: how they are trying to adapt to the environment. Synthesis: how they behave in their current job

D O M I N A N C E EXTROVERSION P A T I E N C E F O R M A L I T Y What Are We Measuring? Low High Factor A – measures the drive to exert one’s influence on people and events. Factor B – measures the drive for social interaction with other people. Factor C – measures the intensity of a person’s tension and pace. Factor D – measures the drive to conform to formal rules and structure. D O M I N A N C E LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH EXTROVERSION LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH P A T I E N C E LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH F O R M A L I T Y LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH

How Do We Do This? Individual Completes the PI (Analyze The Person) Supervisor Completes the PRO (Analyze The Job) Individual Completes the PI (Analyze The Person) Compare the PI (Person) Against the PRO (Job) (Analyze The Match)

Paul Sampson Julia Thompson Brenda Jackson

www.PICampus.com

Not Just For Hiring

Behavioral Analysis is not just for hiring

There is a Formula for Success

Good Data Drives Better Decisions Analyzing Your Team Good Data Drives Better Decisions

Good Data Drives Better Decisions Analyzing Your Team Good Data Drives Better Decisions

Management Team Average and PRO

What You Don’t Know Can Hurt You?

Protect Your Company EEOC Compliant Validated for Pre-Employment Measured against your position Ease in implementation Fast Accurate

Who Uses These PI? 73 of the Fortune 500 are PI clients 65 of the Global 500 are PI clients 18 of the Top 100 Companies to Work For are PI clients 8,800 Clients 52,700 Trained PI Analysts 145 Countries where PI is used Available in 67 Languages, including Braille 1.5 million Surveys Scored in 2011 Goal for 2012 is 2 million

Free Sample If you would like a free sample of the behavior analysis:   If you would like a free sample of the behavior analysis: Go to www.PredictiveResults.com/pionline (cap sensitive) Enter “FPHRA” as the “Referral Code”.

Wild About HR!!! Wild About Talent Management!!!

  Questions?