An Executive Briefing Identifying And Retaining Top Performers

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An Executive BriefingIdentifying And Retaining
Top Performers

• Presented By
• Assessment Leaders
• Business Builders
• Licensed Partner for Profiles
  International
  
• August 2003

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Todays Objectives

• To IDENTIFY the characteristics of top
  performers
  
• To maximize employee PRODUCTIVITY
• To increase RETENTION of peak performers

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Profiles Offices

• International Offices in 50 Countries, including

Canada Mexico AustraliaGermany France
EnglandNorway Sweden FinlandSpain
Portugal ItalyIndia Malaysia
HungaryIsrael Egypt Turkey
A Few Of Our Clients
American Automobile Association FreightlinerAmeri
can Income Life Mercedes BenzTime
Warner ATTSentry Insurance TerminexShopRite McD
onaldsBurger King United Freight
ServiceValassis Communications UniFirst
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Have you ever hired someone who did not reach
your expectations?
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Selection Process Step 1
HistoryRésumé,Past Employment, Education,
Background Check
PAST
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The Top Three Reasons People Fail

• Incompetence
• Incompatibility
• Dishonesty

Peter Drucker, Famous Management Consultant state
s
Chances are good that up to 66 of your
companys hiring decisions will prove to be
mistakes in the first twelve months.
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Selection Process Step 2
HistoryRésumé,Past Employment, Education,
Background Check
InterviewGut Feeling, Appearance, Personality,
Interview

PRESENT
PAST
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The Interview

• 63 of all hiring decisions are made during the
  first 4.3 minutes of an interview.
  
• SHRM Study, reported in USA Today

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Check Applicants

• 36,000 business failures are caused by employee
  theft
  
• Employees steal 10 times more than shoplifters
• Absenteeism costs a 50 employee company 31,100
  annually

This is your applicant pool!
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The Step One Survey

• Provides a structured interview and employment
  history

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Section IThomas Trouble
(1) Mr. Trouble has never applied for a position
at this company. (2) Mr. Trouble is presently em
ployed but says that he does not like his job.
(5) Mr. Trouble reports that his most recent
monthly salary has been between 1251 and 1700.
(6) Mr. Trouble states he will be ready to go to
work tomorrow. (11) Mr. Trouble ADMITS HE HAS BEE
N FIRED DUE TO CONFLICTS WITH OTHER WORKERS
AND/OR SUPERVISORS. (17) Mr. Trouble has been LAT
E TO WORK 4 TO 6 TIMES IN THE PAST YEAR.
(23) Mr. Thomas CANT REMEMBER IF HE IS ON PAROLE
OR UNDER COURT-MANDATED PROBATION.
(30) Mr. Trouble CANT REMEMBER IF HE EVER FILED
A FRAUDULENT MEDICAL CLAIM. (35) Thomas states he
has moved his residence 2 to 3 times in the past
5 years.
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Section IVerbal Interview Suggestions
(2) What is it about your job that has forced
you to look for employment elsewhere?
(5) What do you expect to get paid for the
position you are applying for?
(11) You stated you were fired due to
conflict(s) with workers/supervisors. Tell me
about the circumstances leading up to this
situation. (17) You stated you were late to work
4 to 6 times in the last year. How can we be
confident that if you are hired you will show up
to work on time every day? (23) It seems like i
t could cause trouble for you if you were on
parole or under court mandated probation and
couldnt remember this. Wouldnt you agree?
(30) Tell me why you cant remember if you ever
filed a fraudulent medical claim.
(35) Usually, a person doesnt move their
residence very often. Yet, you stated that you
have moved 2 to 3 times in the past five years.
Why?
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Section IISummary Table
The data from Section II is summarized in the
table below. Please note that the higher the
attained score on each scale, the more favorable
the results for that scale.
3
4
1
2
The Distortion Scale deals with how candid and
frank the respondent was while taking this
assessment. The range for this scale is 1 to 9,
with higher scores suggesting greater candor.
The Distortion Scale score on this assessment is 9
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Selection Process Step 2
HistoryRésumé,Past Employment, Education,
Background Check
InterviewGut Feeling, Appearance, Personality,
Interview,
Step One Survey
PRESENT
PAST
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Selection Process Step 3
HistoryRésumé,Past Employment, Education,
Background Check
InterviewGut Feeling, Appearance, Personality,
Interview,
Step One Survey
PRESENT
PAST
Testing Job Match
FUTURE
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Utilize All Of Your Resources
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Interview Background Checks Integrity Testing
Personality Testing Ability Testing Interest Tes
ting
Job Matching

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66

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Psychological Bulletin Vol. 96, No. 1, August
1994 Professor Mike Smith, University of Manch
ester
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The Total Person
10 - Good But Limited Information
Skills, Experience Company Match
90 - Essence of the Total Person

• Thinking Style
• Occupational Interests
• Behavioral Traits
• Job Fit

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US Department of Labor Employment and Training
Administration 1999 Publication
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Using Assessments
The appropriate use of professionally developed
assessment tools on average enables organizations
to make more effective employment-related
decisions than the use of simple observation or
random decision making.
Testing and AssessmentAn Employers Guide to
Good PracticesUS Department of LaborEmployment
and Training Administration1999
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Seeking The Total Person
HistoryRésumé,Past Employment, Education,
Background Check
InterviewGut Feeling, Appearance, Personality,
Interview,
Step One Survey
PRESENT
PAST
Testing Job MatchThe Profile
FUTURE
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What The Profile Measures

• Can the persondo the job?
• Will the persondo the job?
• How will the persondo the job?

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Can The Person Do The Job?
Thinking Style
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The Learning Index
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Will The Person Do The Job?
Occupational Interests
1 2 3 4 5 6 7 8 9 10
Enterprising Financial/Administrative People Ser
vice
Technical Mechanical Creative
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How The Person Will Do The Job?
Behavioral Traits
1 2 3 4 5 6 7 8 9 10
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The JobMatch Pattern

• Shaded areas indicate the JobMatch pattern
• The JobMatch patterns show requirements for the
  jobs in your company
  
• Use these patterns for
• Placement
• Retention
• Training
• Promoting
• Managing
• Planning

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The Profile Good JobMatch
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The Profile Poor JobMatch
Job Profile Summary
Job Pattern Sales
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Overall Job Match
Thinking Style
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Occupational Interests
Enterprising
Financial/Administrative
People Service
Technical
Mechanical
Creative
Behavioral Traits
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgement
Distortion 10
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Interview Questions

• What kind of high stress situations have you
  experienced in which important calculations were
  necessary?
  
• When making budgetary decisions, can you rapidly
  see where resources can be reallocated or
  redistributed?
  
• If required to organize financial data, what
  would motivate you best to get the job done?
  
• If working long hours analyzing data or solving
  technical problems, what ways do you maintain
  your motivation to persevere?

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The Profile - Available Reports

• The Placement Report
• The Individual Report
• The Coaching and Managing Report
• The Multi-Job Match Report
• The Job Summary Report
• The Job Summary Graph

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KEY COMPANY OJECTIVESSHOULD BE

• To IDENTIFY the characteristics of top
  performers
  
• To maximize employee PRODUCTIVITY
• To increase RETENTION of peak performers

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Maximizing Productivity

• In 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
  to customize the careers of their dreams.
• Job Sculpting The Art of Retaining Your best
  People
  
• Harvard Business Review
• September. - Oct. 1999

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Job-Related Competencies

• Productivity
• Quality of Work
• Initiative
• Teamwork
• Problem Solving

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Additional Information

• Response to job-related stress, frustration and
  conflict
  
• How to motivate the employee
• Whether the employee is internally or externally
  motivated

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Primary Behavioral Tendencies

• I Productivity
• He places strong emphasis on motivation and
  maintaining a great deal of intensity and
  emotional drive in the work situation.
  
• He can accomplish goals through people.
• John can generate enthusiasm for the projects of
  others.

• II Quality of Work
• Mostly, he is compatible with work assignments
  where consistent high quality and accuracy are
  rewarded.
  
• Usually, John is thorough and concerned with
  quality however, he tends to become bored
  quickly with detailed work.
  
• Generally, he will work effectively with team
  members to set and maintain quality standards.

• III Initiative
• He can generate innovative ideas, approaches, and
  solutions.
  
• Being creative, he is willing to experiment with
  change.
  
• He is quick to recognize opportunities.

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Suggestions For Increased Effectiveness

• I - PRODUCTIVITY
• Guard against having many discussions and then
  failing to complete the documentation for
  follow-up.
  
• Make a promise to spend at least an hour each day
  on his most important projects.
  
• Guard against over-socializing. Avoid having
  more talk than timely results.

• II - QUALITY OF WORK
• Focus attention on obstacles to achieving high
  quality results and on ways to avoid or eliminate
  them.
  
• Focus on the overall objective, but attend to the
  critical details needed to achieve it.
  
• Use the skills of other team members to help
  attend to the details necessary for accomplishing
  the teams objectives.

• III - INITIATIVE
• Do not over-commit. Be realistic in determining
  what work he can and cannot complete.
  
• Always be aware of the need to follow through
  with his tasks. If needed, he might consider a
  time management class. Regardless, he should USE
  A SYSTEM to schedule his time.
• Keep his work environment free of distractions so
  that he can keep on task.

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Response To Job-Related Stress
When experiencing stress, frustration, and/or
conflict in a job setting, John may

• Be optimistic, reassuring.
• Be trusting and accepting.
• Display a positive attitude regarding outcomes of
  conflict.
  
• Be approachable and open to others.
• Demonstrate flexibility in making workable
  compromises.
  
• See both sides of an argument.

If, however, the level of stress, frustration,
and/or conflict becomes intense and/or continues
over an extended period of time, there may be a
tendency to

• Become careless and disorganized.
• Make overly optimistic assessments of others and
  outcomes.
  
• Over-estimate his own ability to change others.
• Experience difficulty planning and estimating
  time expenditure.
  
• Make overly optimistic, unrealistic promises.
• Oversell himself, relying too much on his verbal
  skills.
  
• Become overly entertaining, which could distract
  from the seriousness of the situation.

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Work Motivation
This section of the report describes the
different types of incentives, rewards, and
conditions that are most compatible with Johns
behavioral tendencies and motivational style. In
motivating him, consider providing

• Public and social recognition.
• Approval and acceptance.
• Group activities outside of the job,
  participating in the community, identifying with
  various social groups.
  
• Assignments with a high degree of people
  contacts, opportunity to be with people.
  
• Freedom from controls and details.
• The opportunity for freedom of artistic
  expression.
  
• Acknowledgement of his feelings.
• Attention, popularity, the opportunity to be in
  the spotlight.

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Motivational Energy (ME)
Motivational Energy (ME) reflects the intensity
that an individual shows and how he approaches
most situations. Johns ME indicates that he
will approach most situations with a moderate
intensity and suggests that he might be inclined
to show one or more of the following behavioral
tendencies

• Capable of making unpopular decisions under
  normal circumstances, he becomes reluctant to
  make decisions when disagreements escalate.
  
• He may become overly involved in socializing at
  the expense of proper time management.
  
• John might be inclined to make overly optimistic
  and unrealistic promises.

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Our Belief
People are happiest and most productive when
they are fully engaged and winning
43 - Not formally educated or trained
67 - Unhappy and/or dissatisfied with current
position United States Bureau of Labor Stati
stics
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KEY COMPANY OJECTIVESSHOULD BE

• To IDENTIFY the characteristics of top
  performers
  
• To maximize employee PRODUCTIVITY
• To increase RETENTION of peak performers

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We Can Help You

• Build Effective Teams
• Develop World Class Customer Service
• Create Effective and Profitable Call Centers
• Receive Objective Management Feedback
• Obtain Thorough Background Checks
• Maintain A Complete Compliance System
• Contact Cathy Light at 1-866-864-8200

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One Decision Can Change Your COMPANY!
Contact Assessment Leaders TOLL FREE 1-8
66-864-8200