enabling the high performance workforce
DESCRIPTION
Brief Powerpoint presentation to show how we use science to help companies recruit and retain the very best employeesTRANSCRIPT
Profiles International
Enabling the High-Performance Workforce
United StatesNational Presence
40,000 Clients Worldwide
International PresenceOver 100 countries
Companies Face Two Types of Problems…
People ProblemsSystem Problems
Profiles International focuses on people problems.
Workforce Cycle
HIREDNew Employees
Motivated, but not yet productive
Productive Employees
Motivated &Competent
Marginal Employees
Competent, but Un-motivated
Un-productiveEmployees
Neither Competent, nor Motivated
Separated1 2 3 4
What It Takes to Build a High Performance Workforce
Select the Right People Integrity Substance Abuse Reliability Work Ethic Job Match
Make Managers More Effective Appraising
Management Techniques Improving
Communication Skills Developing
Leadership Competencies
Accelerate Employee Productivity Retaining Top Performers Training Needs Coaching Employees Engaged & Competent
Workforce
High Performance Workforce Solution
What it measures:
• Can the persondo the job?
• How will the persondo the job?
• Will the personwant to do the job?
The Job Match Pattern:
• Shaded areas indicate the Job Match pattern
• The Job Match patterns show requirements for the jobs in your company
17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
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Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
Interests Ranking
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A Good Match
17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
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Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE
Overall Job Match
Distortion – 8
94%
Job MatchPercentage
95%
8
6
Job MatchPercentage
95%
Job MatchPercentage
91%Top three interests for this position
Lowest three interests for this position
Technical
Creative
Mechanical
Financial/Admin
People Service
Enterprising
Interests Ranking
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The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
10
4
5
4
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Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
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Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryDemonstration Pattern – NOT FOR ACTUAL USE
Overall Job Match
Distortion – 9
59%
Job MatchPercentage
86%
2
2
Job MatchPercentage
56%
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Job MatchPercentage
35%
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Top three interests for this position
Lowest three interests for this position
Technical
Creative
Mechanical
Financial/Admin
People Service
Enterprising
I nterests Ranking
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
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10
8
4
1
A Poor Match
The SOS II consists of two parts:
• Direct Admission Questions
• Applicant’s Attitudes
Provides a structured interview process thatwill reduce:
• Theft
• Employee Fraud
• Drug Testing Cost• Absenteeism
What it measures:
• Personal Integrity
• Substance Abuse
• Reliability
• Work Ethic
Select honest, drug free, reliable employees:
• Increase profits
• Cost effective
What it measures:
• How will the person do the job?
• Does the person match your company’s culture?
1 2 3 4 5 6 7 8 9 10Trust
Behavioral CharacteristicsBehavioral Characteristics
1 2 3 4 5 6 7 8 9 10Tact
1 2 3 4 5 6 7 8 9 10Empathy
1 2 3 4 5 6 7 8 9 10Conformity
1 2 3 4 5 6 7 8 9 10Focus
1 2 3 4 5 6 7 8 9 10Flexibility
ProficienciesProficiencies
1 2 3 4 5 6 7 8 9 10Vocabulary
1 2 3 4 5 6 7 8 9 10Numerical
Customer Service ManagerCustomer Service Manager
Customer Service ProfileCustomer Service ProfileJob Pattern GraphJob Pattern Graph
1 2 3 4 5 6 7 8 9 10Trust
Customer Service ManagerCustomer Service Manager
Behavioral CharacteristicsBehavioral Characteristics
1 2 3 4 5 6 7 8 9 10Tact
1 2 3 4 5 6 7 8 9 10Empathy
1 2 3 4 5 6 7 8 9 10Conformity
1 2 3 4 5 6 7 8 9 10Focus
1 2 3 4 5 6 7 8 9 10Flexibility
ProficienciesProficiencies
1 2 3 4 5 6 7 8 9 10Vocabulary
1 2 3 4 5 6 7 8 9 10Numerical
Customer Service ProfileCustomer Service ProfileJob Pattern GraphJob Pattern Graph
The Job Match Pattern:
• Shaded areas indicate the Job Match Pattern
• The Job Match pattern shows requirements for the job
Summary of Behavioral CharacteristicsSummary of Behavioral Characteristics
The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates the individual’s score.
Trust – Tendency to hold an unquestioning belief that the motives of others are honorable
1 2 3 4 5 6 7 8
A Good Match
Tact – Tendency to state a position without unnecessarily offending others
Empathy – Tendency to understand another’s situation and feelings
Conformity – Tendency to comply with the rules and those in authority
Focus – Tendency to stay on target regardless of distractions
Flexibility – Tendency to explore new approaches to doing things
1 2 3 4 5 6 7
1 2 3
1 2 3 4 5 6 7 8
1 2 3 4 5 6
1
9 10
8 9 10
4 5 6 7 8 9 10
9 10
7
2 3 4 5 6 7 8 9 10
8 9 10
The Job Match percentage reflects the results of the individual against the Job Match Pattern for Behavioral Traits and the Proficiencies
1 2 3 4 5 6 7
1 2 3 4 5 6 7 8
Vocabulary – Understanding the meaning of words when used in sentences
Numerical – Understanding basic mathematical concepts and working with numerical problems
ProficienciesProficiencies
The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates her score.
9
8 9 10
10
The Job Match Pattern
Job Match PercentJob Match Percent
The Job Match Percent reflects the degree of match between the results for Ms. Sample and the Job Match Pattern for the six Behavioral Traits and the two Proficiencies For Sally, the match to the position of Demonstration Pattern-NOT FOR ACTUAL USE is 92%.
Job Match 92%
Summary of Behavioral CharacteristicsSummary of Behavioral Characteristics
The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates the individual’s score.
Trust – Tendency to hold an unquestioning belief that the motives of others are honorable
1
A Poor Match
Tact – Tendency to state a position without unnecessarily offending others
Empathy – Tendency to understand another’s situation and feelings
Conformity – Tendency to comply with the rules and those in authority
Focus – Tendency to stay on target regardless of distractions
Flexibility – Tendency to explore new approaches to doing things
1 2 3 4 5 6 7
1 2 3 4 5 6 7 8 9
1 2
1 2 3 4 5 6
1 2 3 4 5 6 8 9 10
2 3 4 5 6 7 8 9 10
10
3 4 5 6 7 8 9 10
7
8 9 10
7 8 9 10
The Job Match percentage reflects the results of the individual against the Job Match Pattern for Behavioral Traits and the Proficiencies
1
1 2
Vocabulary – Understanding the meaning of words when used in sentences
Numerical – Understanding basic mathematical concepts and working with numerical problems
ProficienciesProficiencies
The darker shading represents the Job Match Pattern for the role of Customer Service Manager. The larger box indicates her score.
2
3
3 4 5 6 7 8 9 10
4 5 6 7 8 9 10
The Job Match Pattern
Job Match PercentJob Match Percent
The Job Match Percent reflects the degree of match between the results for Ms. Sample and the Job Match Pattern for the six Behavioral Traits and the two Proficiencies For Sally, the match to the position of Demonstration Pattern-NOT FOR ACTUAL USE is 51%.
Job Match 51%
The Perspective indicates differences between an individual’s response and the company’s perspective as it relates to customer service.
Fifty (50) questions related to providing service to the customer were presented to Sally. The responses to these questions suggest her perspective of providing customer service. The answers provided by the company represent their perspective and are compared to the answers provided by Sally. When her response to a question differed with the answer provided by the company, her response is presented below, along with the actual question. These differences may represent the need for training with this individual to enhance her alignment with the company’s perspective.
Company Service PerspectiveCompany Service Perspective
PERSPECTIVES THAT CONFLICT HER ANSWER
Using a supervisor to help with a difficult client is a sign of weakness.
Customers tend to expect more from you as they continue to do business with you.
If you product is good, your customers will come back, even if you service is below average.
There are times when a supervisor may need to speak to the customer.
Your job is to solve your customer’s problem, not to be a sympathetic ear.
When calling my supervisor for help, I don’t need to let the customer know what’s going on.
Customers don’t like to be asked a lot of questions.
It is important for me to be able to make a decision on the spot with a customer, rather than having to go to my manager.
It is better to wait until several people complain about a problem before trying to correct its cause.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
The Company Service Perspective
Reassurance
Use All of Your Resources
Sources: Professor Mike Smith, University of ManchesterJohn E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological BulletinRobert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology, Michigan State University’s School of Business.
14%
26%
38%
54%
66%
75%
Interview
Reference Checking
Personality Testing
Abilities Testing
Interests Testing
Job Matching
Here’s what the U.S. Department of Laborsays about assessments:
• Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs.
• Tests can be used to predict employee and applicant job performance.
• Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.
Aegis Lending, Profiles’ Client of the Year for 2004, is a diversified mortgage banking company with 101 branches from coast to coast. The company employs about 2,700 people and does over $5 billion in business annually.D’Angelo and Breaux observed that people who did not fit their customized Profiles hiring pattern were not able to keep up with the demands of their positions. As employees who fit the pattern were hired in greater numbers, productivity improved spectacularly. Aegis rebounded from a losing situation and posted profits of $9.3 million in 2001, $23 million in 2002, and $42 million in 2003. While John D’Angelo says other factors also contributed to the company’s turnaround, he does credit Profiles assessments for at least 25% of the positive change in direction. That amounts to over $18 million, an astronomical return on investment considering the low cost of Profiles assessments.
A leader in contract foodservice and hospitality, Compass Group North America is a division of Compass Group PLC, the world’s largest foodservice company. With operations in more than 90 countries and revenues of $21 billion, the company employs over 400,000 people worldwide.
“When we started using Profiles assessments our retention was 76%. Now, it’s 98%. Our employee satisfaction survey is up to 79%, while our industry benchmark is 56%.”
Pam Perrine Talent Management Director