Know Your People

HUMAN CAPITAL DEVELOPMENT

SELECTING, COACHING, & KEEPING THE RIGHT PEOPLE

Companies Have Two Kinds of Challenges

Systems
Challenges

People
Challenges

Profiles International helps you reduce or eliminate your People related Challenges
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IF YOU CANT MEASURE IT YOU CANT MANAGE IT!!!

What Every Organization Needs To Know

Performance Feedback
Selecting the Right People

Effective Management

Customer Service

Your Company

Productivit y

Retention & Development

Team Compatibilit y
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Have you ever hired someone who did not reach your expectations?

4 Invalid Hiring Criteria

Dr. Herbert M. Greenburg

Hiring in Own Image

Hiring Based on Experience Hiring Based on Education Pirate from Competitor
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People Fail in Jobs..

not because they cant do the Job. but rather, because they dont match the Job.

We Hire on Competence and Fire on Fit

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Utilize All Of Your Resources

Interview
Background Checks & Integrity Testing

14%
26% 38% 54% 66% 75%
Psychological Bulletin Vol. 96, No. 1, August 1994 Professor Mike Smith, University of Manchester

Personality Testing Ability Testing Interest Testing Job Matching

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Put the right person in the right job, train and motivate them, give them an opportunity for advancement, and your company will grow and prosper
J.W. Marriott

First who

Then what. Level 5 leaders start

with people, then tackle strategy.

First ask the question, Who should be on the bus? And who should be off? And who should be in which seats? Then turn your attention to where youre going to drive the bus. James C. Collins, author of From Good to Great

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Three building blocks of execution:

I. Leaders with the right behavior

II. Culture rewarding execution

III. Consistent system for getting right people in right jobs
Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan
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Building block III

The job no leader should delegateHaving the right people in the right place.
Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan

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Lets make the leap!

Make the leap from good to great with the right people decisions.
Identify key attributes of top performers. Use this information, get the right people on the bus. Promote your people into the right positions. Retain top performers Maximize employee performance
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Exactly what will You get?

Targeted recruitment and selection.
Effective promoting.

Targeted coaching information.

Increased productivity.

Performance management system.

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Introducing Profiles
Why Human Capital Advantage and Profiles International Assessments: A proven way to:

Select the right people Maximize employee performance Retain your top performers

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The job match: Select the right people

Can you clone top performers?
Not exactly, but you can use this system:

Gather information from top performers or use information from other organizations top performers, create a job match pattern (your Benchmark). Assess candidates against this benchmark that you hire people who fit! Get coaching and performance management information for present and future employees.
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Blueprint of ideal candidate

Think of the shaded areas as your top performers DNA.

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Three areas of measurement

1 Measures how well the candidate can do the job.

Measures how the person will do the job.

Measures whether the candidate will do the job.

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Example of a good job match

Indicates the candidates Job Match for this position. Top performers constitute the job match (shaded areas). Numbers are the candidates scores.

89%

Job Match Percentage 95%

Job Match Percentage 93% Distortion 8

Job Match Percentage 70%

The Job Matching process for Interests is concerned with the top three interests of a Job Match Pattern and how a candidate's top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.

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Example of a poor job match

Overall match of this candidate is low.

46%

Job Match Percentage 35%

Job Match Percentage 50% Distortion 7

The candidates scores fall outside the pattern: poor match.

Job Match Percentage 59%

The Job Matching process for Interests is concerned with the top three interests of a Job Match Pattern and how a candidate's top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.

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Types of reporting available

Individual Report can go to the employee Placement Report shows whether the

candidates competencies fit the job employee fits other positions

Multi-Job Match Report shows how Coaching Report for performance

management
Job Profile Report & Summary Reports

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Several reports available: What do you get from them?

Placement Report:
Data for deciding good or bad job fits Probing questions for interviews Information on the person

Coaching Report:
Hiring information: What will I have to do? Coaching the employee according to unique strengths and weaknesses based on job fit

Other Reports:
Job fit tool to use in other areas of the organization, good for reorganization or succession planning Self-development tools
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Example: Targeted recruiting Placement Report

The Placement Report has three main parts:
Job match pattern and % matchjob fit.

Probing questions for further interviewing.

Description of individuals abilities, interests, and behavioral traits.

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Report details:Thinking Style

The reports break the scores down into information that empowers good decisionmaking.
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Details for behavioral traits

This report shows that the candidate has interests and abilities for the targeted position, but not the right personality, for a good job fit.

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More on behavioral traits

Shows that the candidate lacks, among several behavioral traits, the energy level to succeed in the targeted position.

It also provides probing questions for further investigation.

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Performance Management-Coaching Report

The Coaching Report has three main parts:
Graph showing candidate or employees fit Coaching comments on what the manager needs to do to improve the candidates performance Description of that individuals abilities, interests, and behavioral traits
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Coaching report details

This section provides coaching and performance improvement information for the manager to use.

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Where the Profile fits

Selection

Promotion
Job Match Coaching

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The ProfileXT allows you to determine Job Fit (to learn abilities, interests, and traits) and create Job Patterns
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Hiring Process, using the Profile XT for Job Fit:

1. Phone interview Use job specific phone screen, rate interview based on job related criteria, attitude, work background screening questions 2. If passes phone screen Set up on Profile XT 3. Measure job match Use Profile XT results rate job match,review Placement and Coaching Reports

Evaluate data 4. If good match, bring in for first interview Use Placement Report questions, customized Coaching Report, Job Structured Behavioral Interview Guide 6. Select the best Use Hiring Decision Matrix form; conduct background checks, reference checks

5. If passes first interview hiring manager conducts final interview Uses alternate Hiring Guide Placement Report, Coaching Report

Make conditional job offer(s)

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Case Study:
Industry: HospitalUsing the Profiles

Reduced the length of weekly hiring boards from all day to less than half a day 52% reduction in mental health worker turnover 70% improvement in number of involuntary terminations of mental health workers during probation

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Case study example

Financial Credit Union:
74% or lower overall Job Match
79% or lower on Learning Index Match 80% or greater on overall Job Match

80% turnover rate

78% turnover 25% turnover

Benefits:
Could have saved $222,000, with turnover lowered from 80% to 18%

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Our Results

Our retention for new sales representatives is 55% Average industry retention is 30%

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Calculate and Compare Metrics

We spend less than half our industry average to acquire human capital $4.00 for every $100 of compensation vs. our industry which is spending $10.50 for the same compensation We are getting the people we want, and they perform up to our expectations

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Whats next?
Starting the Pilot Program, Getting Set Up on the Virtual Assessment Center Training on the Website and Use of the Virtual Assessment Center Selecting those to Assess for the Pilot Completing the Assessments Providing MM.C with Criteria for Benchmarking Creation

MM.C providing You with Results of the Pilot Implementing the process in Next Area as Appropriate Training on use and application of the ProfileXT for Managers and Users

Ongoing support and Ongoing Reports Indicating Results

Contact: Modern Managers E-mail: info@modernmanagers.com

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