Strategic Workforce Planning Mike Neal The Science of Human Capital and Behavioral Analytics

2 Recruit RetainDevelop Success Three Key Areas

The Looming Talent Shortage 3 1/3 of companies are struggling to attract the talent they need to drive long term results. 35% of employers worldwide are struggling with staffing shortages… Average job tenure for workers years old is just 3 years

We don’t know, what we don’t know 4

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W HAT D RIVES E XCEPTIONAL P ERFORMANCE ? Behavior Skills Knowledge Can Do Will Do The Secret to Success

Why a Behavioral Assessment?

The Rise of Assessments 9

Types of Assessments Teambuilding Forced Choice Categories Reliability Human Capital Open Choice Depth EEOC Compliant Validation Studies Benchmarking Objective comparison to job Industrial Psychology Scientist/ Practitioner Model Consultancy

PI Worldwide Member Firm 60 Year Old Privately Held Analytic Company 8800 Clients 90% Client Retention Fully validated and meets all EEOC requirements Over 2 Million assessments completed annually 55,000 Executives/Managers trained in PI 70 languages, including Braille Job Analysis, Analytics and Validity Studies Knowledge Transfer

Who Uses PI?

What we measure

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 The FOUR Factors/Behaviors Agreeable Obliging Modest Humble Unselfish Supportive Independent Self-starter Resolute Challenging Assertive Controlling Reclusive Private Reserved Unpretentious Quiet Sincere Sociable Talkative Enthusiastic Animated Expressive Gregarious Impulsive Rushed Intense Fast-paced Quick Ready Calm Stable Deliberate Unhurried Habitual Mellow Unstructured Spontaneous Carefree Unfussy Casual Flexible Thorough Serious Precise Cautious Strict Conforming

Summary of Behaviors Dominance Extroversion Patience Formality Factor LOW HIGH Reserved Thoughtful Sense of Urgency Uninhibited Informal Self-Confident Independent Empathetic Understanding People Patient Consistent Conscientious By The Book Unselfish - Accommodating A B C D

16 Summary of Motivating Needs ABCDABCD Factor LOW HIGH Opportunity for introspection Recognition for technical/intellectual accomplishments Freedom from office politics Variety Change of pace Mobility Freedom from rigid structure Freedom of expression Opportunity to delegate details Independence Recognition for own ideas Control of own activities/work Social interaction Social acceptance/recognition Symbols of prestige, status Long-term affiliation Stable work environment Familiar surroundings/people/work Certainty – understanding the rules Specific knowledge of job Freedom from risk of error Encouragement, reassurance Harmony (rather than friction) Understanding supervision

Keys To Success Define Ideal Talent Profile Job Description Behavior Match Find & Identify Those Who Fit Resume Reference Assessment Lead & Manage Effectively Training Individual Insight

Data Drives Results PROAnalyticsStudies Target Pattern

Who Fits PRO Identifies the preferred behavioral characteristics for every position Predictive Index Identifies the behavioral characteristics of employees and candidates

PRO for a CPA Self-starter, self-motivator, initiative Results-oriented Analytical, critical, creative thinking Delegates details more than authority, tight with both Control, tough on people, hard push for exacting results High standards, high quality work, expert

Cut Recruiting Cost Resume/ References Behavioral Assessmen t Faster, More Accurate, Selection 30-50% Reduction In Recruiting Costs

Poor Talent Is Expensive Top people outperform bottom by up to 500% Performance Cost % of base salary $42,979 average US Salary Turnover Accidents cost $174,800 per 100 employees Safety PredictiveResults.com

Retention is Critical Once You Get Great People, Can You Keep Them? PredictiveResults.com

The Two Causes of Turnover Secondary Cause: Putting the right people under managers who don’t understand them. Primary Cause: Putting the wrong people in the job.

Managing Your Mix

Analyzing Your Team Good Data Drives Better Decisions

Benefits of Group Analytics 27 Define and predict high performance Facilitate Workflow Reduce Conflict Improve group synergy

Identify and Develop Leaders and Managers Identify leaders –Who fit corporate needs and culture Highlight coaching needs –Build leaders before you need them Identify motivations and drives –Individual understanding builds success

Building Strategic Culture At All Levels  Senior Management  Strength Assessment  Succession Planning  Managers  Coaching/Motivation  Interviewing  Recruiters  Selection Executive Middle Management Front Line Communications

Vendor Comparison Checklist  Applications to entire employee lifecycle  Experience in your industry  Objective study of job (plus benchmarking)  Number of Validity Studies  Inclusive Model of Use  Simplicity and Practicality  Group Analytics  Interview Guides  Coaching Guides  Knowledge Transfer  Technology  Cost  ROI and Guarantee 30

Conclusion 31 Strategic workforce planning is an important strategy to: Recruit Develop Retain

32 Q & A

Mike Neal How to Attract, Hire and Retain the Best People

A Sampling of Clients