Identifying, Hiring & Retaining Your Top Performers Top Performers Maximizing Your Human Capital Assessments USA 800-808-6311 805-934-5956 www.Assessments.Biz.

Slides:



Advertisements
Similar presentations
About Certiport Worldwide administrator of the Microsoft Business Certification program: –Microsoft Business Certification Credentials Microsoft Office.
Advertisements

The Top 5 Interview Questions For Employers To Ask Dianne Shaddock.
360 CheckPoint Multi-Rater Evaluation & 360 SkillBuilder
1 Developing More-effective Leaders Using Multi-rater Feedback Systems Assessments USA & Canada
The Governors Committee on Employment of People with Disabilities (GCEPD)
Interviews If you get to the interview stage you basically meet the requirements for the job The purpose of the interview is to give the employer a chance.
Neil H. Schwartz, Ph.D. Psych 560
The Return on $taffing Review Quantify the Financial Impacts on staffing spend vs. value with powerful new tools from BDT International. How do you spend.
Presented By:. It’s all about the employees As a tool for Leadership Development!
Cost-Revenue Analysis for Decision Making
Competencies Are King… Improving organizational and staff performance
You ! as a newly Graduate Students You ! as a newly Graduate Students from campus life to professional life… Kampus Biru UGM Fakultas Pertanian Yogyakarta,
Finding the Keepers Assessing Keen Internal & External Talent SARTA’s Leadership Series September 21, 2011 Building Better Teams A Silvers HR Partner.
Strategic Staffing Chapter 9 – Assessing External Candidates
Sales Force Management 11 th Edition Mark W. Johnston Greg W. Marshall Routledge 2013.
Career Mojo Consultants
1 Report Tile UNITED STATES OFFICE OF PERSONNEL MANAGEMENT Principles of Assessment.
3 Chapter Needs Assessment.
Interview Process Dr. Jeff Pittges September 10, 2006 Dr. Jeff Pittges September 10, 2006.
Using JobCLUES Assessments October Objectives PART I - EDUCATION:  Why use Assessments?  How do Assessments fit into the selection process? —3.
Introduction to psychological testing
SUCCESSION PLANNING OVERVIEW
Selection Techniques Team 7: Jani Ojala Anu Sipilä Ville Kess Antti Meriluoto.
Chapter 9 Employee Development
MANA 4328 Dennis C. Veit Human Resource Staffing and Performance Management “Beginning the Staffing Process” MANA 4328 Dennis C. Veit
Improving Management Effectiveness HR Chally Employee selection tool.
Performance Management System (PMS). The major concern for the organization to assess the level of efficiency of the employees working in the organization.
What is Personnel administration?
Maximizing “Human Capital” Performance Management: Mentoring, Team Analysis & 360 Peer Reviews Assessments USA & Canada
Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.1 Importance of Selection The search for the perfect.
Mariam Khan SP-11/MM/003 Hania Saleem Fall-10/MM/211.
Why Organizations Should Utilize Assessments by CATALYST Training Services Inc.
How to Ask the Right Questions Interview for Success.
Performance Management for IT Leaders
SELECTION Prepared by: Omid Sabah. Objectives : By the end of this chapter you will be able to:  Introduction to Selection  What is selection process.
Job Analysis - Competency Modeling
Presentation Contents What do we mean by Personal Development? What is the process for doing this activity? How does PD relate to PAR? What are the steps.
Succession Planning Who will replace your leaders? Presented by Jacquelyn Thorp, MSHR/SPHR -CA.
Principle of Management
Assessments · Consulting · Training · Coaching Steve Waterhouse for a copy of slides A PI Worldwide Member Firm Who Can.
Focus Questions In what setting do employers usually make hiring decisions? What are three things you should do to get ready for a job interview? What.
W w w. c o n s u l t p r o a c t I v e. c o m Results. For a change. 1 People: Predispositions & Perceptions Evaluating Human Dynamics that Drive Safety.
Chapter 8 The Selection Process McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Business English Upper Intermediate U1S09 John Silberstein
Adam Robinson | Hireology | CEO | PREDICTING SUCCESS Data-Driven Hiring for Better Automotive Teams July 7 th, 2015.
Identifying & Hiring Top Performers Top Performers Maximizing Your “Human Capital” Assessments of the USA & Canada
Team # 7 Tanaz Mozafari Kunal Mhaske Yanjing Chu Shin Sesthalao.
Recruiting & Selecting Sales Personnel. Recruitment and Selection Process Job AnalysisJob Analysis Job QualificationsJob Qualifications Job DescriptionJob.
MANA 4328 Dr. George Benson HR Planning MANA 4328 Dr. George Benson 1.
Strategy for Human Resource Management Lecture 15
Business English Upper Intermediate U1S09 John Silberstein
Human Resource Staffing and Performance Management MANA 4328 Dennis C. Veit
HR Planning MANA 4328 Dr. Jeanne Michalski
Performance Management: Expectations + Training + Accountability = Improved Performance.
Quality of Hire and its Implications in the Organization By Perminus Wainaina- Managing Partner.
What Makes Your Organization Different?. How Do You See People?
McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. 1-1.
The benefits of skills-based hiring
Nikki Hall, Chief HR Officer
Department of Business Management Human Resource Management
3 Chapter Needs Assessment.
Mentoring Best Practices
RECRUITMENT & SELECTION
MANAGING HUMAN RESOURCES
Nature of Human Resource Management
Introduction to Agribusiness Management
Organizational Behavior (MGT-502)
Creating an Great Workforce in today’s talent marketplace - Workshop
Employer and HR Perspective
Kampus Biru UGM Fakultas Pertanian Yogyakarta, 26 April 2006
Presentation transcript:

Identifying, Hiring & Retaining Your Top Performers Top Performers Maximizing Your Human Capital Assessments USA

Have you ever hired someone who did not reach your expectations?

Have you ever wondered why some employees never reach their full potential?

Companies Face Two Kinds of Challenges Assessments helps you reduce or eliminate your People-Related Challenges Assessments helps you reduce or eliminate your People-Related Challenges People Challenges (subjective) Systems Challenges (objective)

JOB MATCH Supervisor, Sales Pro, Manager,Accounting, Customer Service, Call Center TechnicianETC BUSINESS ATTITUDES toward 1. Integrity 2. Work Ethics 3. Reliability 4. Drug & Substance Abuse 5. Pass Background Check HIRE THEM !

There are 3 Places to Fix People Challenges Selection Process Selection Process(prevention) Coaching & Training Coaching & Training (changing behavior) Replacing the Employee Replacing the Employee (most expensive)

Retention & Development Selecting the Right People Performance Feedback Increased Productivit y What Every Organization Needs To Know Customer Delight Effective Sales Team Team Compatibilit y Your Company

Problems with Antiquated Hiring Practices 63% Hired in 4.3 Minutes 63% Hired in 4.3 Minutes Instinctive Hiring Instinctive Hiring Faulty Information Faulty Information Exaggerated resumesExaggerated resumes Trained intervieweesTrained interviewees Past employersPast employers ReferencesReferences Lack of any Pre- or Post- Selection) Strategic HR System Lack of any Pre- or Post- Selection) Strategic HR System Poor Job Matching Poor Job Matching 41% Lack Formal Training in job41% Lack Formal Training in job 67% Have A Personality Mismatch67% Have A Personality Mismatch

What are you doing now? What is your screening & selection process now? What is your screening & selection process now? What do you do to retain, coach & develop your good people? What do you do to retain, coach & develop your good people? What do you do to assure that you select the best candidate when you need to promote someone to a new position? What do you do to assure that you select the best candidate when you need to promote someone to a new position?

Assessments are the only way to really know and understand your people

US Department of Labor Employment and TrainingAdministration 1999 Publication

Heres what the US Department of Labor says Employment tests can be used to gather accurate information about job-relevant characteristics. This information helps assess the fit or match between people and jobs. Employment tests can be used to gather accurate information about job-relevant characteristics. This information helps assess the fit or match between people and jobs. Tests can be used to predict employee and applicant job performance. Tests can be used to predict employee and applicant job performance. Appropriate use of professionally developed assessment tools, on average, enables organizations to make more effective employment-related decisions... Appropriate use of professionally developed assessment tools, on average, enables organizations to make more effective employment-related decisions...

Heres what the experts say about assessments 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 Chances are good that up to 66% of your companys hiring decisions will prove to be mistakes in the first twelve months. Peter Drucker, Management Consultant When an employee leaves you,...you're going to lose 2 1/2 times the person's annual salary, whether they're entry-level or senior management, Dr. Pierre Mornell, as quoted in Nations Business

Use All of Your Resources Each Step You Add increases Probability of Success 75% 66% 54% 38% 26% 14% 0%10%20%30%40%50%60%70%80% Job Matching Interests Testing Abilities Testing Personality Testing Background Checks Interview Sources: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 Universitys School of Business.

Profile Job Match Step One Attitudes Attitudes PPIMentoring Customer Service Team Analysis Sales Pro Call Center Sales 360° Peer Eval & SkillBuilder Modules

Test for Job Fit Confirm Job Match

Its not experience that counts - or college degrees or other accepted factors; success hinges on a fit with the job.

Skill Fit Education, Training, Training,Experience, Skills, Etc. Company Fit Attitudes, Values, Demeanor,Appearance,Integrity Past Via Resume`, Application, References Present Future Selection Process Step One Survey-- Integrity, Work Ethics, Reliability, Substance & Drug Abuse Background Checks

Look Beneath the Surface

Skill Fit Education, Training, Training,Experience, Skills, Etc. Company Fit Attitudes, Values, Demeanor,Appearance,Integrity Past Via Resume`, Application, References Present Via Interview Future Assessments for Job Match Job Match Personality, Abilities, Interest Selection Process Add the Step One Survey ® For Business Attitudes Due Diligence: Background Checks

? ? ? ? ?

Profile Measures 20 Core Competencies Profile Measures 20 Core Competencies Can the person do the job? Can the person do the job? Do they want to do the job? How will the person do the job?

Shaded areas indicate the Job Match pattern. Job Match patterns show requirements for the jobs in your company Use these patterns for: Placement Placement Retention Retention Training Training Promoting Promoting Coaching & Managing Coaching & Managing Succession Planning Succession Planning The Job Match Pattern

The Profile Good Job Match Shaded Blue Boxes are your positions job pattern Red Number is where they scored compared to others in population

The Profile Poor Job Match Each section produces a job match percentage All sections together produce the Overall Job Match Score Highest score is 95%

Interview Questions Describe some high stress situations you have experienced in which important calculations were necessary? Describe some high stress situations you have experienced in which important calculations were necessary? When making budgetary decisions, can you rapidly see where resources can be reallocated or redistributed? 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 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? If working long hours analyzing data or solving technical problems, what ways do you maintain your motivation to persevere?

The Profile Assessment Stands Alone! Creates Customized Job Match Patterns Placement Report Creates Interview Questions Profile Multi-Person Job Match is perfect for promotions and succession planning Coaching and Individual Reports help with employee development & retention Profile is Accurate, Reliable, & Validated Profile is Extremely Cost Effective

Benefits You Gain From Using Profile Assessment You identify the characteristics (the DNA) of your top performers and use the Profile to clone them You identify the characteristics (the DNA) of your top performers and use the Profile to clone them You maximize employee and team productivity You maximize employee and team productivity You develop and retain more top performers You develop and retain more top performers