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 Performance Presented by: Whitney Martin, ProActive Consulting

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. 2 Part 1: Predispositions

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. 3 Have you ever had an employee who greatly exceeded your expectations?

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. 4 How different were the hiring processes used in these two cases?

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. 5 Here’s what you see & hire/promote… Here’s what you get! Here’s what you see when you interview

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. 6 Here’s what you get! Here’s what you see when you interview

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. 7

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. 8

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. 9

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. 10 Interviews have a 14% success rate in identifying superior people! – Hunter & Hunter “Validity & Utility of Alternative Predictors of Job Performance”. Psychological Bulletin, Vol. 96, No. 1. p90

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. 11 Heads or Tails?

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. 12 Interview+ Background Check/Attitudes The closer to 100% information the better…

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. 13 Liar, Liar… This is your applicant pool: 56% of working people admit they have lied to their supervisors 41% say the have falsified records 31% abuse drugs or alcohol Employees steal 10x more than shoplifters

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. 14 (1)Mr. Trouble has never applied for a position at this company. (2)Mr. Trouble is presently employed but says that he does not like his job. (5)Mr. Trouble reports that his most recent monthly salary has been between $1251 and $1700. (6)Mr. Trouble states he will be ready to go to work tomorrow. (11)Mr. Trouble ADMITS HE HAS BEEN FIRED DUE TO CONFLICTS WITH OTHER WORKERS AND/OR SUPERVISORS. (17)Mr. Trouble has been LATE TO WORK 4 TO 6 TIMES IN THE PAST YEAR. (23)Mr. Thomas CAN’T REMEMBER IF HE IS ON PAROLE OR UNDER COURT-MANDATED PROBATION. (30)Mr. Trouble CAN’T REMEMBER IF HE EVER FILED A FRAUDULENT MEDICAL CLAIM. (35)Thomas states he has moved his residence 2 to 3 times in the past 5 years. Step One Survey (SOS) Attitudes– Direct Admission

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 Step One Survey (SOS) Attitudes– Compared to Workforce

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. 16 Interview+ Background Check/Attitudes + Personality & behavior + Mental Abilities + Interests & Motivators + Job Matching The closer to 100% information the better… What other information might be helpful? This is as far as “style assessments” go

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 Thinking Style Occupational Interests Behavioral Traits Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Enterprising Financial/Admin People Service Technical Mechanical Creative Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgment HOW will the person do the job? Will the person do the job? CAN the person do the job? Profile XT

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. 18 Thinking Style Can The Person Do The Job? Thinking Style Profile XT

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. 19 Behavioral Traits How Will The Person Do The Job? Behavioral Traits Profile XT

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. 20 Behavioral Traits How do Behavioral Traits affect safety? Profile XT Energy Level Manageability Attitude Decisiveness Objective Judgment Patient Methodical & Focused Multi-Tasker Sense of Urgency Individualistic Questions Rules Slow to Trust Vigilant & Weary Compliant Follows Rules Trusting Optimistic LowHigh Impulsive Accepts Risk Needs a lot of Info Well-Analyzed Decisions Logical Thinker Unemotional Creative Thinker Intuitive

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. 21 Part 2: Perceptions

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. 22 Surveys: Measure the Safety Culture Why Surveys are effective: –Create Baselines –True Leading Indicator –Allows for Real-Time strategy changes

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. 23 What Surveys Can Measure Knowledge Behavior Trust Leadership Effectiveness Training Engagement Reception of Message Effectiveness of Initiatives Employee Risk Perception

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. 24 Considerations for Administration Custom vs. “Off the Shelf” Reliability and Validity Appropriateness of Questions and Scales Coding of Written Comments Inclusion of Interviews Administration Method Analyzing Results

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. 25 Biggest Pitfalls to Avoid 1.Lack of FULL organizational commitment 2.Don’t recognize that Perception IS Reality 3.Doesn’t address the REAL issues 4.Results aren’t communicated completely or effectively 5.Changes aren’t attributed to the survey

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. 26 Measuring Predispositions and Perceptions for a Safer, more Productive Organization!

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. 27 For More Information: Whitney Martin, ProActive Consulting