1. How to Hire, Develop and Retain the Best Talent September 24, 2013

2. 2 “Figuring out the right things to do isn’t nearly as difficult as continuing to do them over the long term.” Our webinar will begin in a few minutes.

3. September 24, 2013 How to Hire, Develop and Retain the Best Talent

4. 4 Our webinar will begin in a few minutes. “Remember: The problem for most of us isn’t knowing what to do… it’s doing it.”

5. September 24, 2013 How to Hire, Develop and Retain the Best Talent

6. 6 Our webinar will begin in a few minutes. “The greatest attribute for any business leader is perseverance.”

7. September 24, 2013 How to Hire, Develop and Retain the Best Talent

8. 8 Our webinar will begin in a few minutes. “All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.” Tom Northup

9. September 24, 2013 How to Hire, Develop and Retain the Best Talent

10. 10 Our webinar will begin in a few minutes. “It’s useful to think of excellence in two broad categories: Customer excellence and business excellence.”

11. September 24, 2013 How to Hire, Develop and Retain the Best Talent

12. 12 Our webinar will begin in a few minutes. “Satisfied customers drive business success – and business success enables investment to satisfy customers.”

13. September 24, 2013 How to Hire, Develop and Retain the Best Talent

14. 14 Our webinar will begin in a few minutes. “ Excellence is not a destination; it is a continuous journey that never ends.” Brian Tracy

15. September 24, 2013 How to Hire, Develop and Retain the Best Talent

16. 16 Our webinar will begin in a few minutes. “ We are what we repeatedly do. Excellence, then, is not an act but a habit.” Aristotle

17. September 24, 2013 How to Hire, Develop and Retain the Best Talent

18. 18 Our webinar will begin in a few minutes. “People go in the direction leadership is walking, not pointing.”

19. September 24, 2013 How to Hire, Develop and Retain the Best Talent

20. 20 Our webinar will begin in a few minutes. “Every job is a self-portrait of the person who does it. Autograph your work with excellence. “ Unknown

21. September 24, 2013 How to Hire, Develop and Retain the Best Talent

22. 22 Our webinar will begin in a few minutes. “Excellence is doing ordinary things extraordinarily well." John W. Gardner

23. September 24, 2013 How to Hire, Develop and Retain the Best Talent

24. 24 Our webinar will begin in a few minutes. “Discipline is the bridge between goals and accomplishments.” Jim Rohn

25. September 24, 2013 How to Hire, Develop and Retain the Best Talent

26. 26 Our webinar will begin in a few minutes. "Measure is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.“ Larry Bossidy

27. September 24, 2013 How to Hire, Develop and Retain the Best Talent

28. 28 Our webinar will begin in a few minutes. “The strategic agenda demands discipline and continuity; its enemies are distraction and compromise.” Michael E. Porter

29. September 24, 2013 How to Hire, Develop and Retain the Best Talent

30. 30 Our webinar will begin in a few minutes. “One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy.”

31. September 24, 2013 How to Hire, Develop and Retain the Best Talent

32. 32 Your Presenter Matt Lauth Managing Partner Strategy Execution Advisors Certified Business Coach

33. How to Hire, Develop and Retain the Best Talent 33 What do you do to ensure you hire the right person, develop the person to challenge them to take more responsibility with the goal of long-term retention? For many organizations hiring is a “million dollar decision”. Senior leader often garner compensation that is $100k or more and we would like to think every hire will be a long-term employee, say 10 years or more. The simple math shows that the quality of our hiring is a $1M decision and the better we make the decision the better return we’ll get on our investment.

34. 34 For most organizations hiring, developing and retaining talent is an area that's somewhat undefined and unpredictable on results. During this webinar you'll learn: 1.What is eligibility and suitability? 2.How to increase hiring accuracy to over 90%. 3.How to put in place a plan to develop and retain key talent. 4.How to be more effective as a team, specifically focusing on the leadership team. 5.Overview of Harrison Assessments and how this tool can provide insight into hiring and employee development that you’ve been lacking. This webinar will provide information and tools for better hiring decisions, better employee development, better team chemistry and higher retention. How to Hire, Develop and Retain the Best Talent

35. 35 Poll Questions 35

36. 36 Assessments 1.Behavioral Assessments 2.Organizationally-designed Self- Assessments 3.Cognitive / Aptitude Testing 4.Organizationally-designed Simulations

37. 37 Why Assess? To learn as much as possible about someone that you currently have no experience with To more accurately identify risks associated with an employee selection or promotion To identify key topics that require a deeper level of discussion To understand one’s career potential and inherent limitations To establish a foundation for building trust

38. 38 What to Assess? General Intelligence (Cognitive) Job Knowledge, Skills & Abilities (Competency) –Professional – position-specific –Industry Perspectives, Personal Values, Outlook (Self) Behavioral preferences, tendencies, likes and dislikes (Behavioral)

39. 39 Eligibility & Suitability Eligibility – can the person perform. Suitability – will the person perform. SUITABILITY ELIGIBILITY Behavioral Tendencies Experience, Training & Education

40. 40 Accurately measure and predict Behaviors that impact success Be easily customizable for each specific job Be reliable and revealing –Prevent deception –Reveal self-deception Provide an overall prediction of success based on eligibility, suitability, and interview results Be easy to implement and interpret The Assessment Challenge An ideal assessment method should:

41. 41 Be highly accurate – > 80% predictive accuracy Be useful / relevant in support of all HR processes –Selection –On-boarding –Professional Development –Team Development –Performance Measurement –Succession Management Be credible – blind questionnaire with lie detection Be reasonable time-wise –Questionnaire 30 minutes or less –Simple set-up and report generation Be self-sufficient –But also a benefit from a community of peer-users Be flexibly affordable –Describes individual using Narrative, Data, Graphs The Assessment Challenge An ideal assessment tool must:

42. 42 Traditional Attempts Interviewing - Limitations Behavior is very difficult to quantify Deception is difficult to detect Interviewers are biased toward their own behavioral tendencies Good interviewees are not necessarily good performers Good performers are not necessarily good interviewees

43. 43 Traditional Attempts to Predict Behavior Personality Assessment - Limitations Easy to deceive Not job specific Have an insufficient number of dimensions (usually 4 to 20)

44. 44 Personality Assessments have limited dimensions Limited dimensions = unclear picture 4 – 20 dimensions provides only a general view of personality. This is insufficient to compare to complex behavioral requirements. Examples – Myers Briggs, DISC, TTI, ProScan Survey, Predictive Index

45. 45 Personality Assessment measures only some Suitability factors By increasing the personality factors and including work environment preferences (total of 30-40 dimensions), clarity is improved but it is still insufficient. Examples: Birkman, Caliper, Omnia

46. 46 Enhanced Suitability Assessment By increasing the personality factors further and including work environment preferences and interests (total of 60- 70 dimensions), the image is sharpened. However, there is still considerable room for improvement.

47. 47 Comprehensive Suitability Assessment By further increasing the personality factors and including work environment preferences, interests, and task preferences (to a total of 100 dimensions) some clarity is achieved. However, it could still be improved. Examples: CheckStart, BestWork, FirstView, JobInSite, SalesMatcher

48. 48 Comprehensive Suitability Assessment with Inconsistency Detection By increasing the personality factors further and including a complete spectrum of work environment preferences, interests, and task preferences (a total of 155 dimensions) as well as effective inconsistency detection technology, a very clear view of Behavior can be achieved.

49. 49 Next Generation Talent Solutions 2 million+ Users 14 Languages 20+ Years of research 25 Countries 6000+ Job Success Formulas

50. 50 Advance-Designed Questionnaire Equal to a full day of multiple choice testing… in only 30 minutes Items are ranked in groups of 8. Each item appears twice The automated cross-referencing technology provides 8103 comparisons - equivalent to 2701 multiple choice questions.

51. 51 Lie Prevention Forced ranking (rather than rating) requires the profilee to reveal priorities and prevents exaggerated ratings. The items are equally attractive and thus the ranking given is based on actual priorities. Counter-productive tendencies are determined through the paradox methodology which is completely “blind” to the profilee.

52. 52 Technological Lie Detector Traditional personality lie detection is less than 10% effective. Tens of thousands of cross-references identify contradictory rankings and verify that the answers are honest.

53. 53 The Consistency Score 100 = perfectly consistent Greater than 50 = reliable results Greater than 0 = reliable results for lower level positions Below 0 - repeat the questionnaire -450 – random answers -900 – perfectly inconsistent The consistency score is so sensitive that even slight attempts to deceive are detected and located. The consistency score ranges from 100 to -900.

54. 54 Reasons for Low Consistency Intention to deceive or provide the “expected” answer (most common) Lack of concentration (secondary factor) Trying to complete the questionnaire too quickly Poor Literacy

55. 55 Position Analysis Harrison Assessments research has identified the traits that lead to success in positions commonly found in organizations. This data can be used as is; or combined with your job information to create accurate custom position templates. This technology yields predictive results with greater than 80% accuracy (vs. 10% using personality profile tools.) Fit

56. 56 Validation Harrison Assessments behavioral assessment has more than 30 validation studies, each showing a predictive accuracy of greater than 80%. It is generally more accurate than assessment centers that cost thousands of dollars per person. Test re-test is greater than 80% for each scale. High construct validity correlations with standard personality methods.

57. 57 Enjoyment Performance Theory Enjoy Activity Do it More Learn More – Improve Skills Receive Recognition

58. 58 Enjoyment Performance Theory Don’t Enjoy Activity Avoid the Activity Fail to Learn or Improve Skills Negative Feedback

59. 59 The Paradox Theory

60. 60 Bi-polar Compared to Paradox

61. 61 The Paradox Theory

62. 62 The Paradox Theory

63. 63 Balanced Versatility

64. 64 Aggressive Imbalance

65. 65 Passive Imbalance

66. 66 Balanced Deficiency

67. 67 Harrison Assessments Paradox Pairs Certain : Open/Reflective Analytical : Intuitive Risking : Analyzes Pitfalls Self-Acceptance : Self-Improvement Self-Motivated : Stress Management Enforcing : Warmth/Empathy Frank : Diplomatic Persistent : Experimenting Authoritative : Collaborative Assertive : Helpful Organized : Flexible Optimistic : Analyses Pitfalls

68. 68 The Secret of Success Success is the result of integrating two seemingly contradictory behaviors. Harrison Assessments is the only assessment method that harnesses the power of paradox.

69. 69 Integrating Behavioral Assessment with Eligibility Behavioral Assessment Interview Score Eligibility Score Assessment types are weighted & integrated Final prediction of success for a given position By weighting each assessment type and integrating them into a final score, you gain a complete picture and accurate prediction.

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73. 73 Summary Eligibility answers the question “can the person perform?” Suitability answers the question “will the person perform?” Eligibility and Suitability need to be confirmed for both new hires as well as internal promotions or lateral changes. Behavioral assessment (BA) improves hiring selection, promotion and employee development plans Harrison Assessments is the best BA tool!

74. 74 Suggested Next Steps 1.Complete Your Own Harrison Assessment Email me an I’ll send you the questionnaire link 2.Have your team complete their own Harrison Assessment Contact me to discuss further 3.Get a team comparison report to see behavioral strengths and weaknesses 4.Use behavioral assessments for new hires and promotions Matt Lauth mlauth@sxadvisors.com (419) 348-8046

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76. 76 Next Webinar Webinar: Benchmarking – Knowing Where You Rate Date: Tuesday, October 22 th Time: 11 am – 12 pm EST How do you compare to your peers? Do you know? This webinar will focus on industry benchmarking from a financial, competitive and market perspective. Email will include registration information and recording of today’s webinar.

77. Thank You ! Matt Lauth mlauth@sxadvisors.com (419) 348-8046