1. Assessments · Consulting · Training · Coaching Steve Waterhouse steve@predictiveresults.com Email for a copy of slides A PI Worldwide Member Firm Who Can Do the Job: Building an Accurate Behavioral Profile

2. ROIs: 1) Identify the key factors needed for a valid profile. 2) Identify and adjust for company specific issues. 3) Adjust a profile for the needs of specific leaders.

3. Hire qualified applicants. Fairly assess the knowledge, skills, abilities and other (KSAO’s) of all applicants. Use a valid, objective process for evaluation.

4. Can they do the job? Are they likely to be successful? Are they the fit for the position?

5. Can They Do The Job Do we have clear requirements? Did we develop them with an effective and objective process. Are they up-to-date and forward looking? Did we include knowledge, skills, abilities and other (KSAO’s) Other = Behavioral Charteristics

6. Knowledge, Skills, Abilities and Other (KSAO’s) Can it be taught? Y – Hire people who can learn it or know it LiteracyEducationWillingness N – Hire people who have it KnowledgeExperience Behavioral Style

7. What Behavioral Assessments Measure

8. Effective and Objective Process Is it an Effective Process –Does it result in internal agreement? –Does it provide clear selection guidance? –Is it executable? –Is it legal? –Does it result in improved metrics?

9. Is it legal? Challenges to the use of employment tests account for only 0.5% of EEOC Claims. Legally defensible employment testing is now one of the safest harbors offering shelter from the howling gales of class-action EEOC litigation (Sharf & Jones, 2000). This is not legal advice which can only be give by an attorney.

10. Is it legal? Is it construct valid? Is it valid for predicting job performance? Is it neutral against protected classes? This is not legal advice which can only be give by an attorney.

11. Effective and Objective Process Is it an Objective Process –Is it business-results driven? –Can it be applied to all applicants? –Is it easily replicated?

12. Do Requirements Match Your KPI’s Key Performance Indicators –Used to evaluate individual –Must be defined –Must be agreed upon

13. Who defines the requirements? Relevant Opinions Managers Senior Management External Consultant Existing Employees

14. Gaining Consensus OpinionValidity Agreement Requirement

15. Gaining Consensus Example from the PRO, Performance Requirement Options

16. Do Your Criteria Matter

17. Top Performers

18. Comparing Top Performers with Everyone Else Top Performers All others

19. Top Performers vs PRO

20. 223% Turnover

21. 28% Evaluation Increase

22. 3X as Many Sales

23. PRO Collects input from managers Data Analysis Analyze patterns of top performers Library Include data from our library of studies Forward Looking Include changes that are likely to occur in future Ideal Pattern Define target pattern Use a Complete Process

24. Adjust for situational variables Adjust for supervisors Adjust for future needs Page  24 HR’s Input is Critical

25. Job Analysis PRO Behavioral Demands of the Job Job Performance Key Result Areas PIs Top Performers Team Concept Boss/Leader Team Members Education & Experience Requirements PI Consultant Experience Assess Culture Stable, Changing PI Job/Validity Study What Makes The Right Hire?

26. Leadership Strategy entrepreneurial drive push change compete organization building while multi-tasking tension between democratic/ participative vs. autocratic/ entrepreneurial expert maintenance process control task management Leaders need to demonstrate Identify and Develop Leadership and Manager

27. Assessments · Consulting · Training · Coaching Steve Waterhouse steve@predictiveresults.com Email for a copy of slides A PI Worldwide Member Firm Who Can Do the Job: Building an Accurate Behavioral Profile

28. Page  28 Opportunity  Typically the top 25% can outsell the bottom 25% by 200% - 500% or more. Sales Teams are Underperforming

29. The Problem Before WWII “90 Day Wonders” Great training = Great performance

30. Case Study: Outside Sales

31. The Reality After WWII Critical people failed Great training was not enough Some can, some can’t

32. How Top Dealers Do It 1.Know what top performers look like 2.Attract high potential candidates 3.Identify them quickly (before interviews) 4.Hire them before they get away 5.Manage them effectively

33. They Use a Behavioral Assessment

35. Predictive Index helps… Enhance Executive Team Enhance Executive Team Coaching and Motivation Identify Leaders and Managers Identify Leaders and Managers Attract, Hire and Retain Talent

36. One Tool, Many Uses

37. What Dealers Ask Us To Do Increase Sales Improve CSI Ratings Reduce Turnover Reduce Mistakes Eliminate Accidents

38. Bottom Line Results 100% Increase in Sales 50% Lower Turnover 21% Increase in Revenue 24% Net Growth 15% Increase in Customer Service Ratings 30% Reduction in Staff Requirements $1M Bottom-Line Savings

39. Assessments · Consulting · Training · Coaching Steve Waterhouse President A PI Worldwide Member Firm How Top Dealers Hire Top Sales People

40. Assessments · Consulting · Training · Coaching Steve Waterhouse President A PI Worldwide Member Firm How Top Dealers Hire The Best Sales People

41. Leadership Selection Develop Ideal PI’s for critical jobs Begin recruiting Review progress and data. Adjust as needed. Train ManagersMeet with managers to discuss progress Certification Validity Studies Roll Out Check in Evaluate Survey all employees Managers meet with their teams Train Recruiters Meet with Senior Management to review metrics Meet with recruiters to discuss progress

42. Accidents Can Be Prevented

43. Assessments · Consulting · Training · Coaching Steve Waterhouse President A PI Worldwide Member Firm How To Grow Dealership Profits in Any Economy

44. Attract, Hire and Retain Talent Define and Attract Ideal Candidates –PRO pattern development –Validation studies –Customize advertising Improve Interviewing Process –Improved job matching –Improved interviewing

45. Your PI’s

46. Identify and Develop Leaderships and Managers Identify leaders –Who fits corporate needs and culture Highlight coaching needs –Build leaders before you need them Identify motivations and drives –Individual understanding build success

47. Improve Communications Skill + Insight Effectiveness

49. Predictive Results 1467 Walnut Creek Drive Orange Park, FL 32003 904-269-2299 Assessments · Consulting · Training · Coaching Steve Waterhouse President

50. The Predictive Index Process Assess People

51. PI is a Measuring Tool SKILLS EDUCATION & TRAINING EXPERIENCE MOTIVATING NEEDS BEHAVIORS/DRIVES APTITUDES/STYLES ATTITUDES & VALUES INTERESTS LITERACY & LANGUAGE PHYSICAL & HEALTH INTELLIGENCE KNOWLEDGE Individual Potential

53. PI Worldwide Validity of PI has been established in several ways: Internal reliability and consistency Construct validity Adverse Impact Research Criterion-related validity (Job- relatedness)

54. PI Worldwide: What We Do Improve performance, productivity and profitability. Align individual employee performance and motivations with your business goals.

55. Enhance Executive Team Identify and Build Leaders Motivate Effectively Improved Communications Build Organization Strategically

56. What Are We Measuring? LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm NORM AVERAGE Relative to Norm HIGH Low High 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 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.

57. Individual Potential What PI Measures 5