Adam Robinson | Hireology | CEO | PREDICTING SUCCESS Data-Driven Hiring for Better Automotive Teams July 7 th, 2015

Adam Robinson | Hireology | CEO | CEO HIREOLOGY ADAM ROBINSON

Adam Robinson | Hireology | CEO | Every team you’ve ever seen… Job Performance

Adam Robinson | Hireology | CEO | Selection is not reading resumes Our research has shown that 50% of the factors predicting a person’s success or failure in a new role… has absolutely nothing to do with their experience.

Adam Robinson | Hireology | CEO | Today’s Agenda -What is Selection Management? And what do you mean by “metrics,” anyway? - Hiring: a process - The Super-Elements

Adam Robinson | Hireology | CEO | Assessing Risk Risk Factors College degree? Type of car? Previous claims? High Risk $$ Age?

Adam Robinson | Hireology | CEO | Predicting Success Scored Factors Related jobs? Track record? Culture fit? Low Risk Education?

Adam Robinson | Hireology | CEO | A new definition of hiring Hiring is… the process of assessing the potential risk of a resource not being able to achieve the outcomes that you need them to achieve with the resources you’re providing to achieve them

Adam Robinson | Hireology | CEO | Wish you knew where the dots will go? Job Performance

Adam Robinson | Hireology | CEO | The problem People are the #1 cost for most businesses -but - Most businesses are really bad at hiring. A structured hiring process?<10% Teach managers how to hire?<10% Average hiring success rate<50% A structured hiring process?<10% Teach managers how to hire?<10% Average hiring success rate<50% Average cost to replace? 3-10x compensation Hard costs: administration, training, recruiting, taxes Soft costs: lost opportunities, productivity, morale

Adam Robinson | Hireology | CEO | What is “Selection Management” Applicant Tracking HRMS Assessment ToolsValidation Tools Functional Depth Stage of the recruiting process “Help us easily find and store potential candidates” “Help us assess personality and skills” “Help us manage employees after we hire them” “Help us determine if the information provided by the applicant is accurate.” “Which person should we hire?” Selection Management

Adam Robinson | Hireology | CEO | Hiring is a process, not an action The Hiring Process, done right: 1. Profile the role 2.Source candidates 3.Three Interview Stages 4.Verification

Adam Robinson | Hireology | CEO | Profiling a role 1. Define the job structure Hint: it’s not a “job description” 2. Define your outcomes (30/60/90/180) 30/60/90 day plan, 6 month/12 month review 3. Identify your sources Internal Referral Cold/external

Adam Robinson | Hireology | CEO | Analyzing your job A job analysis is… Determining the structure of the job (resources available, tasks required, systems or processes developed, culture) so that you can know what workstyle tendencies and competencies to measure and score

Adam Robinson | Hireology | CEO | Defining Outcomes “What specific things will this person need to have accomplished by in order for me to feel like I’d make the same hiring decision again?”

Adam Robinson | Hireology | CEO | Why competencies matter Universal competencies Almost always predict better outcomes Variable competencies Depending on the job, they may predict better outcomes Example: Are there specific systems that are critical to this person’s success?

Adam Robinson | Hireology | CEO | Sourcing – How many does it take? You need to find 50 potential applicants to find 2 finalists Invited 5 Called Applied50% 10% Liked 2 4%

Adam Robinson | Hireology | CEO | Three Interview Stages Scripted and consistent… Phone Screen “Is this person worth investing team interview time?” 1 st Interview / Resume review “What has this person done, and how did they do it?” 2 nd Interview / Behavior-based, situational “Does this person fit into our company and into this position as currently structured?”

Adam Robinson | Hireology | CEO | Don’t trust, verify! Skills testing “Can this person do [X]?” Background verification “Did this person really do [X]?” Personality profiling “How will this person respond to [X]?”

Adam Robinson | Hireology | CEO |

The Four Super-Elements 1.Attitude 2.Sense of Accountability 3.Prior Related Job Success 4.Culture Fit

Adam Robinson | Hireology | CEO | 1 The Four Super-Elements Attitude: a positive disposition, or satisfaction that persists across job experiences

Adam Robinson | Hireology | CEO | 2 The Four Super-Elements Sense of Accountability: The extent to which a person believes he or she has control over their own outcomes, also called “locus of control”

Adam Robinson | Hireology | CEO | 3 The Four Super-Elements Prior Related Job Success: Having met formal goals in past jobs that are similar to the job at hand

Adam Robinson | Hireology | CEO | 4 The Four Super-Elements Culture Fit: The degree to which the candidate shares similar values with the organization, and demonstrates an authentic interest in the job at hand

Adam Robinson | Hireology | CEO | Job Performance Suddenly, it’s not a total guess… Brian Smith Service Advisor Interview Score

Adam Robinson | Hireology | CEO |

Some parting thoughts… Selection = risk assessment The best selection process in the world means nothing if your manager doesn’t know what will make someone successful. The interview process is the absolute best behavior you’re ever going to get. (Really.)

Adam Robinson | Hireology | CEO | QUESTIONS?