Employee Engagement and Job Matching

1
Employee Engagement and Job Matching
Steve Martinez, M.A. Management Consultant
TALENTUM
maximizing workforce performance
2
The Bad News on Engagement

Source The New Employee/Employer Equation, The
Concours Group and Age Wave, 2004
2
3
The Bad News on Engagement

Source The New Employee/Employer Equation, The
Concours Group and Age Wave, 2004
4
What Matters to Young Workers

• Comprehensive benefits package (19)
• Workplace that is enjoyable (13)
• Work that enables me to learn and grow (12)
• Comprehensive retirement package (10)
• Work that is personally stimulating (10)
• Flexible work schedule (10)
• 10 percent more in total compensation (8)
• Two additional weeks of paid vacation (7)
• Work that is worthwhile to society (6)
• Flexible workplace (5)

Source The New Employee/Employer Equation Survey
5
What Matters to Mature Workers

• Comprehensive retirement package (16)
• Comprehensive benefits package (14)
• Work that enables me to learn and grow (13)
• Work that is personally stimulating (12)
• Workplace that is enjoyable (11)
• 10 percent more in total compensation (8)
• Flexible work schedule (8)
• Work that is worthwhile to society (7)
• Flexible workplace (6)
• Two additional weeks of paid vacation (5)

Source The New Employee/Employer Equation Survey
6
Poor Producers Bottom 16
Average Producers 68
Superior Producers Top 16
Source The validity and utility of selection
methods in personnel psychology Practical and
theoretical implications of 85 years of research
findings Psychological Bulletin, Sept 1998,
Vol. 124, No. 2, pp 262-274.
.
7
Why does this matter?

• Unskilled / Semi-skilled
• Average produce 19 more than Poor-producers
• Superior produce 19 more than Average
• Superior produce 38 more than Poor-producers
• Skilled
• Average produce 32 more than Poor-producers
• Superior produce 32 more than Average
• Superior produce 64 more than Poor-producers
• Management / Professional
• Average produce 48 more than Poor-producers
• Superior produce 48 more than Average
• Superior produce 96 more than Poor-producers

Source The validity and utility of selection
methods in personnel psychology Practical and
theoretical implications of 85 years of research
findings Psychological Bulletin, Sept 1998,
Vol. 124, No. 2, pp 262-274.
8
A small company with

• 50 Unskilled / Semi-skilled Workers
• 25 Skilled Workers
• 10 Managers

9
Cost of Average vs. Superior Performers
Your cost if all in this category average
Average Salary?
Your cost per Average
X 0.19

Unskilled
(i)
Skilled
X 0.32
X

(ii)
40,000
12,800
25
320,000
X 0.48
Management
X

(iii)
28,000
10
280,000
60,000
Total Exposure if all average (total i ii
iii)

(iv)
790,000
Percentage of salary investment at risk

30
10
Here is what you see when you hire and promote
11
Here iswhat you get!
12
Selection Process
HistoryRésumé,Past Employment, Education,
Background Check
PRESENT
PAST
InterviewGut Feeling,Appearance,Personality
Assess Job Matching
FUTURE
13
When do people perform at a superior level?
14
Information for hiring Superior Performers
Good Hire
Interview
Background Check
Personality Behaviour
Mental Abilities
Interests Motivators
Job Matching
Sources Professor Mike Smith, University of
Manchester, August 1994 John 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, and
Mitchell Rothstein, Personality Measures as
Predictors of Job Performance A Meta-Analytical
Review, Personnel Psychology,Winter 1991, p.703.
Michigan State Universitys School of Business.
15
Good Match
16
Questionable Match
17
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 career of their dreams

• Timothy Butler James Waldroop
• Job Sculpting Harvard Business Review
• September-October 1999

18
Steve Martinez, M.A. Management Consultant
TALENTUM
maximizing workforce performance steve_at_talentum.u
s www.talentum.us Strategic Business Partner of