How to Select and Identify High-Performers

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    01-Nov-2014

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In this webinar you will learn: How to identify and hire the right people, for the right role the first time. Ways to maximize employee productivity How to increase retention of your top performers And more... If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.

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<ul><li> 1. A LEADERS GUIDEHow to Selectand IdentifyHigh PerformingEmployees#SIHPwebinar</li></ul><p> 2. Hi! imL IA NNMo derator 3. HOUSEKEEPING 4. Receive a Complementary Critical Job Study! Let us show you rsthand how our solutions can benet your company.123Select a Critical Job!Assess Job Incumbents! Complementary Job Study!Report designed for Performance ModelSales &amp; Business Development Exec.Its as easy as, 1, 2, 3! 5. Critical Job Study!Identies what is really required for success in anygiven job in terms of:(1) Learning(2) Reasoning(3) Communication(4) Problem Solving(5) Behaviors(6) Occupational Interests 6. A Clear Target for Success...against which people can be graphically andquantiably compared, has implications for... Selection Report designed for Performance ModelSales &amp; Business Development Exec. Development Coaching Management Succession PlanningReceive a Complementary Critical Job Study! 7. TODAYS PRESENTERHEINTJIE SANTOSAssessment Solution Expert |Country Director, SingaporeConnect with meHeintjie.Santos@proles.com.sg 8. Creating Value for Our ClientsWe support our clients through the fullemployee life-cycle, helping them identify thebest people for their jobs and then developingthem to their fullest potential. The GLOBAL LEADER inEmployee Assessment Solutions 9. 700 OFFICES WORLDWIDEThe GLOBAL LEADER inEmployee Assessment &amp;Talent Management SolutionsEstablished in 1991125 COUNTRIES WORLDWIDE PRESENCE 10. 50 MILLION USERS 45,000 CLIENTS 33 LANGUAGES50,000,000 MILLION USERS 11. Diverse Base of Marquee CustomersCustomer Highlights 11,000+ Active Customers Includes Most Fortune 500 Global Companies 12. Companies Face Two Types of ProblemsSystemPeople ProblemsProblems WE FOCUS ON PEOPLE PROBLEMS. 13. We specialize and are experts in solving peopleproblems in organizations 14. THE LEADERS GUIDEHow to Selectand IdentifyHigh PerformingEmployees#SIHPwebinar 15. Ih ave 3 thin gs. 16. Guide to maximize How to identify theemployee productivitycharacteristics of your top and retain your top performers performersROI on Leadership 1 2 3 17. Guide to maximize How to identify theemployee productivitycharacteristics of yourand retain your top top performers performersROI Case Study 123 18. Have you ever hiredsomeone wholooks good on paper.BUT END UP AS A?DISAPPOINTMENT! 19. Selection ProcessChecking the PASTSkill Fit 20. (1) Experience,(2) Education(3) Training,(4) Certication(5) etc.However 21. People have a tendency to embellish their qualications 22. Shocking HR Statistics: FALSE INFORMATION 53% of all job applications contain inaccurate information. 49% of managers caught a job applicant fabricating resume. 34% of all application forms contains lies.*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.prolesinternational.com 23. Chances are good that upto 66% of your companyshiring decisions will proveto be mistakes in the rsttwelve months.- Peter Drucker 24. The Top 3Reasons People Fail(1) Dishonesty(2) Incompetence(3) Incompatibility 25. Selection ProcessChecking the PASTReviewing the PRESENTSkill Fit Company Fit Experience, Attitudes,Education,Values , Training,Appearance,Certication etc.Demeanor etc. 26. Interview 27. InterviewShe studied in thesame University I went! 28. InterviewImpressive!she talks and speaks justLike Me. 29. InterviewMy Gut Feel is shewill be do great inthis job. 30. 63% of all hiring decisions are madeduring the rst 4.3 minutes of aninterview.- SHRM 31. Shocking HR Statistics:BAD HIRESaverage cost of abad hiring decisioncan equal30% of the rstyears earnings!*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.prolesinternational.com 32. ki n g H R S tatistics:Shoc TURNOVERcosts of replacement. SeniorExecutiveMid-LevelEmployeeS$260,000Salaried EmployeeS$52,000S$11,000*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.prolesinternational.com 33. THINK OF THECOST OF YOUR LAST HIRE 34. Aside from salary and benets theres the cost of advertising for the job, the investment intraining and.. the price of getting a new worker up to speed. 35. Cornerstones of PerformanceChecking the PASTReviewing the PRESENT Skill Fit Company FitExperience,Attitudes, Values , Education,Demeanor,Training, Appearance, Certication etc.Demeanor etc.JOB MATCHPredicting Superior Performance 36. DID YOUKNOW? 37. Interviews have a 14% success rate in identifyingsuperior people! Hunter &amp; Hunter Validity &amp; Utility of Alternative Predictors of Job Performance. Psychological Bulletin, Vol. 96, No. 1. p90 38. Heads or Tails? 39. % OF HIRING SUCCESS100%90%80% 75%70%66%60% 54%50%40% 38%30% 26%20% 14%10%0%Interview Reference check Personality TestAbilities TestOccupational Interest Matching JobSource - Professor Mike Smith, University of Manchester, August 1994John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, andMitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State Universitys School of Business. 40. KNOWThe TOTAL PERSON75%to increase hiring successup to 41. This is what YOU SEEPEOPLE are like 42. Real side of PEOPLE 43. 10% Good But Limited InformationEducation, Experience and Skills90 % Essence of theTotal Person Thinking Styles Behaviors Occupational Interest Job Fit 44. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE A Players Hire B Players B Players Hire C Players C Players Hire D Players until it becomes 45. Z CompanyClowns Inc. 46. BOZO EXPLOSION 47. How do we solve thisPROBLEM? 48. FRANK SCHMIDT &amp; JOHN HUNTER Experts in Productivity and Organizational PsychologyReported in85 Years ofResearch 49. Not all people in all jobs are created equal not all people are equally productive. 50. Implications? Unless all your people aresuperior performers, you are losing moneyunnecessarily? 51. Implications?Every time you move performance of an employee from Average Superior YOU HAVE A DRAMATIC AND MEASURABLE IMPACT 52. start with yourTOP PERFORMERS 53. 1. RESULTSstart with yourTOP PERFORMERS 2. POTENTIALS3.CHARACTERISTICS 54. 1.RESULTS IDENTIFYING THE TOP PERFORMERS Talent Audit / Intelligence Job AnalysisBuild a Performance Model 55. 1.RESULTSIDENTIFYING THE TOP PERFORMERSCarefully identify OBJECTIVE measures Sales Per Month, Quarter or Annum Average Prot Margin Per Sale Calls Handled Per Hour Units Manufactured Per Hour Supervisors/Managers Rating etc 56. Every success is2.POTENTIALS different from one company to the other 57. 2. We need to askPOTENTIALS3 Questions? 58. Thinking Style 1 2 345 678 9 10 Learning IndexCan they do the1 2 345 678 9 10 Verbal SkillVerbal ReasoningJob1 1 2 2 3 344 5 5 6 677 8 8 9 9 10 10 Numerical Ability 1 2 345 678 9 10Numeric Reasoning Behavioral Traits 1 2 345 678 9 10 Energy Level 1 2 345 678 9 10 AssertivenessHow will they do 1 1 2 2 3 344 5 5 6 677 8 8 9 9 10 10SociabilityManageabilitythe Job. 1 2 345 678 9 10 AttitudeDecisiveness 1 2 345 678 9 10 1 2 345 678 9 10Accommodating 1 2 345 678 9 10IndependenceObjective Judgment 1 2 345 678 9 10 OccupaGonal InterestsAre they 1 2 345 678 9 10 Enterprising 1 2 345 678 9 10 Financial/Adminmotivated to do1 2 345 678 9 10 People ServiceTechnicalthe job? 1 1 2 2 3 344 5 5 6 677 8 8 9 9 10 10 Mechanical 1 2 345 678 9 10 Creative 59. ProleXT (PXT)Measures "The Total Person 60. Thinking Style Learning IndexCan the person deal 1 2 345 678 9 101 2 345 678 9 10 Verbal Skillwith the mental 1 2 345 678 9 10 Verbal Reasoning demands of their 1 2 345 678 9 10 Numerical Abilityposition1 2 345 678 9 10 Numeric ReasoningBehavioral Traits1 2 345 678 9 10 Energy Level1 2 345 678 9 10 Assertiveness1 2 345 678 9 10 Sociability1 2 345 678 9 10 Manageability1 2 345 678 9 10 Attitude1 2 345 678 9 10 Decisiveness1 2 345 678 9 10 Accommodating1 2 345 678 9 10 Independence Objective Judgment1 2 345 678 9 10OccupaGonal Interests1 2 345 678 9 10 Enterprising1 2 345 678 9 10 Financial/Admin1 2 345 678 9 10 People Service1 2 345 678 9 10 Technical1 2 345 678 9 10 Mechanical1 2 345 678 9 10 Creative 61. Learning IndexLearning, reasoning and problem solving approach 1 2 3 4 5 6 7 8 9 10 ONE ONEGALLONGALLON 62. Thinking StyleLearning IndexCan the person deal1 2 345 678 9 10 1 2 345 678 9 10 Verbal Skillwith the mental1 2 345 678 9 10 Verbal Reasoning demands of their1 2 345 678 9 10 Numerical Abilityposition 1 2 345 678 9 10Numeric Reasoning Behavioral Traits 1 2 345 678 9 10 Energy Level 1 2 345 678 9 10 AssertivenessAre comfortable with 1 2 345 678 9 10 Sociability the demands of the1 2 345 678 9 10 ManageabilityAttitudeenvironment they 1 2 345 678 9 10 1 2 345 678 9 10 Decisiveness work inAccommodating 1 2 345 678 9 10 1 2 345 678 9 10IndependenceObjective Judgment 1 2 345 678 9 10 OccupaGonal Interests 1 2 345 678 9 10 Enterprising 1 2 345 678 9 10 Financial/Admin 1 2 345 678 9 10 People Service 1 2 345 678 9 10 Technical 1 2 345 678 9 10 Mechanical 1 2 345 678 9 10 Creative 63. Thinking StyleLearning Index Can the person deal 1 2 345 678 9 10 1 2 345 678 9 10 Verbal Skill with the mental 1 2 345 678 9 10 Verbal Reasoningdemands of their 1 2 345 678 9 10 Numerical Ability position1 2 345 678 9 10Numeric Reasoning Behavioral Traits 1 2 345 678 9 10 Energy Level 1 2 345 678 9 10 AssertivenessAre comfortable with 1 2 345 678 9 10 Sociability the demands of the1 2 345 678 9 10 ManageabilityAttitudeenvironment they 1 2 345 678 9 10 1 2 345 678 9 10 Decisiveness work inAccommodating 1 2 345 678 9 10 1 2 345 678 9 10IndependenceObjective Judgment 1 2 345 678 9 10 OccupaGonal Interests 1 2 345 678 9 10 EnterprisingLove their job and are 1 2 345 678 9 10 Financial/Adminmotivated to do it 1 2 345 678 9 10 People Service 1 2 345 678 9 10 Technical 1 2 345 678 9 10 Mechanical 1 2 345 678 9 10 Creative 64. ...(it) hinges on t with the job TOP PERFORMERS t their jobs and: Can deal with the mental demands of theirposition Are comfortable with the demands of theenvironment they work in Love their job and are motivated to do it 65. Thinking StyleLearning Index1 23 45 67 8 9 10Verbal Skill1 23 4 567 8 9 10 TheVerbal Reasoning Numerical Ability Numeric Reasoning1122 3 3 4 4 5 566 7 7 8 8 9 9 10 101 23 4 567 8 9 10 JobMatchBehavioral TraitsEnergy Level1 23 4 567 8 9 10 PatternAssertivenessSociabilityManageability1122 3 3 4 4 5 566 7 7 8 8 9 9 10 10 (Performance Model) Attitude1122 3 3 4 4 5 566 7 7 8 8 9 9 10 10 DecisivenessAccommodating 1 23 4 567 8 9 10Independence1 23 4 567 8 9 10 Objective Judgment 1 23 4 567 8 9 101 23 4 567 8 9 10OccupaGonal InterestsEnterprising1 23 4 567 8 9 10Financial/Admin 1 23 4 567 8 9 103. People Service 1 23 4 567 8 9 10CHARACTERISTICS Technical1 23 4 567 8 9 10 Mechanical1 23 4 567 8 9 10Creative1 23 4 567 8 9 10 66. TheJobMatchPattern(Performance Model)Shaded areas indicate theJobMatch patternThe JobMatch patterns showrequirements for the job in yourcompany 67. Good MatchDark areas indicate theJobMatch patternYellow boxes show thecandidates scores 68. Good MatchDrives a singlejob-match number 69. QuestionableMatchShaded areas indicate theJobMatch patternYellow boxes show thecandidates scores 70. QuestionableMatchIdentify % matchfor every area 71. Distortion ScaleDetect howcandid therespondentsanswered theassessment 72. Having done this, we can show you - graphically andquantiably - to what degree current employees, or candidates for employment,match that standard. 73. Solution used throughout theA Clear Target for Successemployee life-cycle Selection On-BoardingReport designed for Performance ModelSales &amp; Business Development Exec. Coaching Development Management Succession Planning &amp; Strategic Workforce Planning 74. 1. RESULTSstart with yourTOP PERFORMERS 2. POTENTIALS3.CHARACTERISTICS 75. Maximizing ProductivityIn these days of talent wars, the best way to keep your stars is to know them better than they know themselves and then use that information tocustomize the careers of their dreams. Job Sculpting: The Art of Retaining Your best People Harvard Business Review 76. Guide to maximize How to identify theemployee productivitycharacteristics of yourand retain your top top performers performersROI Case Study 123 77. ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THERETURN ON INVESTMENT (ROI) ON YOUR HR ACTIVITIES 78. CASE STUDIES(Real-Life Client Result) 79. CASE STUDIESChemicalInsurance Medical DeviceIndustry Industry ManufacturingIndustry 80. Its a shift from low performer thinking tomaybe they are not in the right job, and we should nd them a better t.It is a mentality shift, and (by applying datafrom the PXT), I can gure out that if poorjob t is the case, I can help them go into adifferent job and do better. 81. Challenge Before implementing the ProleXT the average sales per sales rep was $169,409.Results:After one year of implementation with the ProleXT, annualsales increased to an average of $233,952 per sales rep.The ProleXT assessment increased the Bard Medicals CriticalCare sales by $64,543 per sales rep, a 28% annual increase. 82. GLOBAL INSURANCE COMPANY Challenge Identify top performers Improve selection process Sustain a turnover rate below industryaverageResults:Reduced voluntary turnover rate to just 6% , well below the 10% industry average. Furthermore, professional-level employees, representing a substantial portion of the companys talent and investment, show a turnover rate of only 1.6%. 83. "We now make more informed hiring decisions. Selecting people whowill stay with us longer. But it doesnt end there, Proles products havebecome an important part of our culture.We use the terminology and the concept in our performance review, our recruiting decisions and everyday discussion.if we took the product away from our managers, we would be dealing with some disappointed internal guest."Corporate HR Manager Hospitality and Resort Industry 84. A LEADERS GUIDEHow to Selectand IdentifyHigh PerformingEmployees#SIHPwebinar 85. HEINTJIE SANTOSAssessment Solution Expert |Country Director, SingaporeConnect with meHeintjie.Santos@proles.com.sgTHA...</p>