1. How to Hire and Retain the Best Employees
with
Gerry Hoeffner
Personnel Dynamics Consulting
2601 Lazy Hammock Lane, Fort Pierce, FL 34981
Assessments · Consulting · Training

2. Wild About HR!!!

3. _____?______ Management
History of HR
_____?______ Management
Human Resources
Personnel
Payroll

4. What is Next
Talent Management
Human Resources
Personnel
Payroll

5. The Hiring Economy

6. 5.3
5.7
US Bureau of Labor Statistics, March, 2015

7. 5.3
5.7
US Bureau of Labor Statistics, March, 2015

8. Unemployment 2015 2010 Florida 5.7 11.3 Indian River 6.9 13.0
Florida
Indian River
Brevard
Osceola
Volusia
Orange
Seminole
Flagler
BLS – May, 2015

9. 2010 Unemployment by County
11.3

10. 2015 Unemployment by County
US Bureau of Labor Statistics,. May 2015

11. 2010 Unemployment by State

12. 2015 Unemployment by State

13. Do we feel the change?

14. National Unemployment By Education
US Bureau of Labor Statistics, April, 2015

15. Florida Employed
BLS – March 2014

16. Are they staying longer?
Average Tenure years years years years years years years

17. Workforce Getting Older

18. How Does This Affect HR?

19. Talented Employees Have Choices! And the good ones may leave.

20. Can You Afford to Make a Mistake?
Do you know how much a mistake costs?
Personnel Dynamics Consulting

21. What Is A Hiring Mistake?
Does Not Stay Mismatch With The Position Does Not Meet Expectations Work Habits Are Questionable Poor Attitude Causes Drama

22. How Expensive is a Hiring Mistake?
How high is your turnover rate?
How much does it cost to lose an employee?

23. Turnover Is Expensive

25. How Expensive is a Hiring Mistake?
Coupon Code: FPHRA2015
3 Day Trial - Free

26. When You Get Tired of Making Hiring Mistakes
Behavior Analytics
When You Get Tired of Making Hiring Mistakes

27. Behavior Analytics When You Want To Select People Who Fit
When You Want To Develop Good Working Teams
When You Have To Drive Performance
When You Have To Coach Teams

28. What Is Behavior Analysis?
A Science Of How People Behave

29. Origin of Assessments After WWII Critical people failed
Great training was not enough
Some can, some can’t
The first proto-type of the Predictive Index was created in 1955 by Dr. Arnold Daniels.

30. Behavioral Science
Knowing the differences in human behavior vs. Predicting human behavior

31. TRADITIONAL BEHAVIORAL TYPOLOGIES
Why Is This Important?
TRADITIONAL BEHAVIORAL TYPOLOGIES
Past
Performance
Predicted
Performance
Predictive Index
Past
Performance
Predict Future
Performance
Demand & Reward
Structure of the
Environment
Motives, Priorities,
Value System

32. Analyzing Your Applicants
Experience
Knowledge
Skills
Education
Attitude/Values
Literacy
Health
Intelligence
Interest
(What makes them do what they do)

33. Analyzing Your Applicants
Application
Interview
Experience
Knowledge
Interaction
Skills
Education
Attitude/Values
Literacy
Health
Intelligence
Interest
(What makes them do what they do)

34. What Motivates Them Makes A Difference.

35. How are they different?
Who is right?
Does the organization change depending who is holding this position?

36. Is There Bias In Your Answer?

37. What Do You See?
Stimulus Response – It is how an individual will respond to the environment. It measures the foundation of behaviors that impact work performance. It reveals the motivating factors that cause a person to act.

38. How Do You Balance Your Personal Bias?

39. Predictive Index
Which areas are most critical to you at this time?

40. What Is PI? PI helps answer questions like:
What motivates them to action?
For what kinds of work are they best suited?
What meets their needs, and therefore unleashes their greatest energy and best efforts?
How do they reach their judgments around people and things? What is their basis for judgment?

41. How Do We Do This?
Supervisor Completes the PRO (Analyze The Job)

42. Analyze the Job
The PRO
Measures the Behavioral Demands of the Job.

43. The focus of this job is on achieving results which are aligned with the larger picture of the organization and its strategic goals. Initiative, coupled with a sense of competitive drive, and the ability to stay focused on results despite changing conditions, is the key to achieving the performance objectives of this job. Because environmental and organizational conditions change rapidly, the work involves innovation and creativity in generating ideas for quick response. Decision-making is focused on implementing practical, timely solutions.
The job requires getting things done quickly and handling a variety of activities. Self-assurance, and the confidence to purposely drive toward results while constantly problem-solving and engaging the commitment of others is essential. A leadership style that is firm and goal oriented, and yet motivates, trains, and engages others in an enthusiastic way is important. The emphasis on building rapport and relationships with individuals and groups requires an outgoing, poised and persuasive communication style.

44. 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
What Are We Measuring?
Low High
Factor A – measures the drive to exert one’s influence on people and events.
Factor B – measures the drive for social interaction with other people.
Factor C – measures the intensity of a person’s tension and pace.
Factor D – measures the drive to conform to formal rules and structure.
D O M I N A N C E
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
EXTROVERSION
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
P A T I E N C E
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
F O R M A L I T Y
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH

45. How Do We Do This? Individual Completes the PI (Analyze The Person)
Supervisor Completes the PRO (Analyze The Job)
Individual Completes the PI
(Analyze The Person)

46. Analyze the Person
Free Choice

47. PI Report Self: what comes naturally. Self Concept:
how they are trying to adapt to the environment.
Synthesis:
how they behave in their current job

48. 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
What Are We Measuring?
Low High
Factor A – measures the drive to exert one’s influence on people and events.
Factor B – measures the drive for social interaction with other people.
Factor C – measures the intensity of a person’s tension and pace.
Factor D – measures the drive to conform to formal rules and structure.
D O M I N A N C E
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
EXTROVERSION
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
P A T I E N C E
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH
F O R M A L I T Y
LOW Relative to Norm
NORM
AVERAGE
Relative to Norm HIGH

49. How Do We Do This? Individual Completes the PI (Analyze The Person)
Supervisor Completes the PRO (Analyze The Job)
Individual Completes the PI
(Analyze The Person)
Compare the PI (Person) Against the PRO (Job)
(Analyze The Match)

50. Paul Sampson
Julia Thompson
Brenda Jackson

52. Not Just For Hiring

53. Behavioral Analysis is not just for hiring

54. There is a Formula for Success

55. Good Data Drives Better Decisions
Analyzing Your Team
Good Data Drives Better Decisions

56. Good Data Drives Better Decisions
Analyzing Your Team
Good Data Drives Better Decisions

57. Management Team Average and PRO

58. What You Don’t Know Can Hurt You?

59. Protect Your Company
EEOC Compliant
Validated for Pre-Employment
Measured against your position
Ease in implementation
Fast
Accurate

60. Who Uses These PI? 73 of the Fortune 500 are PI clients
65 of the Global 500 are PI clients
18 of the Top 100 Companies to Work For are PI clients
8,800 Clients
52,700 Trained PI Analysts
145 Countries where PI is used
Available in 67 Languages, including Braille
1.5 million Surveys Scored in 2011
Goal for 2012 is 2 million

61. Free Sample If you would like a free sample of the behavior analysis:
If you would like a free sample of the behavior analysis:
Go to
(cap sensitive)
Enter “FPHRA” as the “Referral Code”.

62. Wild About HR!!!
Wild About Talent Management!!!

63. Questions?