proven steps in hiring and retaining the right people
DESCRIPTION
Have you ever hired or promoted someone who didn’t meet your expectations? If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.TRANSCRIPT
#HiringRightPeople
PROVEN STEPS IN HIRING AND RETAINING THE RIGHT PEOPLE
! Length: 30 minutes with questions & answers at the end.
! We have the attendee list hidden for the protection of your personal information.
! At the end of the webinar we will send you the slides to this presentation as well as the recording to the webinar.
! Todays Topic: Proven Steps in Hiring and Retaining the Right People
Receive a Complementary Critical Job Study!Let us show you firsthand how our solutions can benefit your company.
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It’s as easy as, 1, 2, 3!
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance ModelSales & Business Development Exec.
Critical Job Study!
Identifies what is really required for success in any given job – in terms of:
(1) Learning(2) Reasoning(3) Communication (4) Problem Solving(5) Behaviors(6) Occupational Interests
A Clear Target for Success…
...against which people can be graphically and quantifiably compared, has implications for...
! Selection! Development! Coaching! Management! Succession Planning
Report designed for Performance ModelSales & Business Development Exec.
Receive a Complementary Critical Job Study!
TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert | Director, Profiles Asia
Connect with me
www.linkedin.com/in/heintjiesantos
@Profiles_Asia
www.profiles.com.sg
The GLOBAL LEADER in Employee Assessment Solutions
Creating Value for Our Clients
We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
700 OFFICES WORLDWIDE
125 COUNTRIES
The GLOBAL LEADER in Employee Assessment &
Talent Management Solutions
Established in 1991
WORLDWIDE PRESENCE
45,000 CLIENTS
50 MILLION USERS
33 LANGUAGES
50,000,000 MILLION USERS
Diverse Base of Marquee Customers
Customer Highlights
! 11,000+ Active Customers! Includes Most Fortune 500 Global Companies
Clients We’ve Served
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Why We Are Here?
Proven steps in identifying and hiring the right people the first time.
How to maximize employee productivity and retain your top performers
ROI Case Study
?Have you ever hired someone who looks good on paper….
BUT END UP AS A DISAPPOINTMENT!
Selection Process
Skill Fit
Checking the PAST
(1)Experience,(2)Education(3)Training,(4)Certification(5)etc.
However…
People have a tendency to embellish their qualifications
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 Resources Management (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.profilesinternational.com
Chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first
twelve months.- Peter Drucker
(1) Dishonesty(2) Incompetence(3) Incompatibility
Reasons People Fail3The Top
Selection Process
Checking the PAST
Skill FitExperience, Education, Training,
Certification etc.
Reviewing the PRESENT
Company Fit
Selection Process
Checking the PAST
Skill FitExperience, Education, Training,
Certification etc.
Reviewing the PRESENT
Company FitAttitudes,
Selection Process
Checking the PAST
Skill FitExperience, Education, Training,
Certification etc.
Reviewing the PRESENT
Company FitAttitudes, Values ,
Appearance, Demeanor etc.
Interview
She studied in the same University
I went!
Interview
Impressive! she talks and speaks just Like Me.
Interview
My Gut Feel is she will be do great in
this job.
Interview
“63% of all hiring decisions are made during the first 4.3 minutes of an
interview.”- SHRM
Shocking HR Statistics: BAD HIRES…average cost of a bad hiring decision can equal 30% of the first year’s earnings!
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources Management (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.profilesinternational.com
costs of replacement….
Shocking HR Statistics:
TURNOVER…
Salaried Employee
Senior Executive
Mid-Level Employee
S$11,000 S$52,000
S$260,000
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources Management (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.profilesinternational.com
THINK OF THE COST OF YOUR
LAST HIRE…
Aside from salary and benefits…
there’s the cost of advertising for the job, the investment in
training and…..
the price of getting a new worker up to speed.
Cornerstones of Performance
Predicting Superior Performance
JOB MATCH
Skill FitExperience, Education, Training,
Certification etc.
Company FitAttitudes, Values ,
Demeanor, Appearance,
Demeanor etc.
Checking the PAST Reviewing the PRESENT
DID YOU KNOW?
Interviews only has a
14% success rate in
identifying superior people!
Heads or Tails?
Heads or Tails?
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
14%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
14%26%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
14%26%
38%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
14%26%
38%54%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
14%26%
38%54%
66%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
Interview Reference check Personality Test Abilities Test Occupational Interest Job Matching0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
14%26%
38%54%
66%75%
% OF HIRING SUCCESS
Source - 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 University’s School of Business.
KNOW“The TOTAL PERSON”
75%up to
to increase hiring success
PEOPLE0are0like0…
This is what YOU SEE
PEOPLE0are0like0…
Real0side0of0PEOPLE
10% Good But Limited Information
Education, Experience and Skills
10% Good But Limited Information
Education, Experience and Skills
90 % Essence of the “Total Person”
" Thinking Styles" Behaviors" Occupational Interest" Job Fit
ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players
ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players
“B” Players Hire – “C” Players
“C” Players Hire – “D” Players
until it becomes……
“Z” Company
Clowns Inc.
BOZO EXPLOSION
HOW DO WE SOLVE THIS PROBLEM ?
PROVEN STEPS TO HIRE AND
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
PROVEN STEPS TO HIRE AND
1. RESULTS
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
PROVEN STEPS TO HIRE AND
1. RESULTS
2. POTENTIALS
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
PROVEN STEPS TO HIRE AND
1. RESULTS
2. POTENTIALS
3. COMPETENCIES
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
IDENTIFY OBJECTIVE MEASURES
1. RESULTS
Identify OBJECTIVE Measures
" Project Delivered On time, On Budget
1. RESULTS
Identify OBJECTIVE Measures
" Project Delivered On time, On Budget" Sales Per Month, Quarter or Annum
1. RESULTS
Identify OBJECTIVE Measures
" Project Delivered On time, On Budget" Sales Per Month, Quarter or Annum" Average Profit Margin Per Account
1. RESULTS
Identify OBJECTIVE Measures
" Project Delivered On time, On Budget" Sales Per Month, Quarter or Annum" Average Profit Margin Per Account" Team Calls Handled Per Month
1. RESULTS
Identify OBJECTIVE Measures
" Project Delivered On time, On Budget" Sales Per Month, Quarter or Annum" Average Profit Margin Per Account" Team Calls Handled Per Month" Units Manufactured Per Month
1. RESULTS
Identify OBJECTIVE Measures
" Project Delivered On time, On Budget" Sales Per Month, Quarter or Annum" Average Profit Margin Per Account" Team Calls Handled Per Month" Units Manufactured Per Month" Supervisors/Managers Rating etc…
1. RESULTS
2. POTENTIALS
KNOW WHO HAS THE POTENTIALS
We need to ask 3 Questions?
2. POTENTIALS Know Who Has The Potentials
Can they do the Job
Can they do the Job
How will they do the Job.
Can they do the Job
How will they do the Job.
Are they motivated to do the job?
ProfileXT® (PXT) Insights Measures "The Total Person”
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Thinking0Style
OccupaGonal0Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can the person deal with the mental
demands of their position
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Thinking0Style
OccupaGonal0Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can the person deal with the mental
demands of their position
Are comfortable with the demands of the environment they
work in
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10987654321
Thinking0Style
OccupaGonal0Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can the person deal with the mental
demands of their position
Are comfortable with the demands of the environment they
work in
Love their job and are motivated to do it
The JobMatch™ Pattern(Success Profile)
Shaded areas indicate the JobMatch patternThe JobMatch patterns show requirements for the job in your company
Dark areas indicate the JobMatch patternYellow boxes show the candidate’s scores
Good Match
QuestionableMatch
Shaded areas indicate the JobMatch patternYellow boxes show the candidate’s scores
Having done this, we can show you - graphically and
quantifiably - to what degree current
employees ,or candidates for recruitment or promotion
match that standard.
ProfileXT® (PXT) Insights
A Clear Target for Success…Solution used throughout the employee life-cycle! Selection ! On-Boarding! Coaching! Development! Management! Succession Planning & Strategic
Workforce Planning
Report designed for Performance ModelSales & Business Development Exec.
Considering the costs of Hiring and Developing People…
You simply cannot afford to start with someone who is
not likely to succeed.
3. COMPETENCIES
DEVELOP COMPETENCIES
What is it that these people who has the Potentials , needs to do
to be successful.
Develop Competencies
What is it that these people who has the Potentials , needs to do
to be successful.
3. COMPETENCIES
Develop Competencies
People don’t quit jobs…
People don’t quit jobs…
They quit people!
People don’t quit jobs…
They quit people!
…and the people they quit are usually managers!
(1) Communication(2) Leadership(3) Adaptability(4) Relationships(5) Task Management(6) Production(7) Development of Others(8) Personal Development
Our research has shown that these are key competencies for manager/leaders success:
CheckPoint 360 Competency Feedback System
The 8 Universal Management Competencies and their 18 Skill Sets
Checkpoint 360 Insights
Checkpoint 360 Insights
Checkpoint 360 Insights
Reports that talks to the Managers for their
Individual Development
Reports that talks to the Boss for Coaching
the Managers
ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THE RETURN ON INVESTMENT (ROI) ON YOUR TRAINING AND DEVELOPMENT
ACTIVITIES
Checkpoint 360 Insights
Checkpoint 360 Insights
Checkpoint 360 Insights
CASE STUDIES(Real-Life Client Result)
CASE STUDIES
Chemical Industry
Insurance Industry
Medical DeviceManufacturing
Industry
It’s a shift from ‘low performer thinking’ to ‘maybe they are not in the right job, and we
should find them a better fit.’
It is a mentality shift, and (by applying data from the PXT®), I can figure out that if poor job fit is the case, I can help them go into a
different job and do better.
“
”
Challenge
Before implementing the ProfileXT® the average sales per sales rep was $169,409.
Results:After one year of implementation with the ProfileXT®, annual sales increased to an average of $233,952 per sales rep.
The ProfileXT® assessment increased the Bard Medical’s Critical Care sales by $64,543 per sales rep, a 28% annual increase.
GLOBAL INSURANCE COMPANY
Challenge
! Identify top performers! Improve selection process! Sustain a turnover rate below industry
average
Results:
Reduced voluntary turnover rate to just 6% , well below the 10% industry average. Furthermore, professional-level employees,representing a substantial portion of the company’s talent and
investment, show a turnover rate of only 1.6%.
"We now make more informed hiring decisions. Selecting people who will stay with us longer. But it doesn't end there, Profiles products have become 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 ManagerHospitality and Resort Industry
PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE
1. RESULTS
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE
1. RESULTS
2. POTENTIALS
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
PROVEN STEPS TO HIRE AND RETAIN THE RIGHT PEOPLE
1. RESULTS
2. POTENTIALS
3. COMPETENCIES
For every people in your organization you should ;
IDENTIFY KNOW DEVELOP
#HiringRightPeople
PROVEN STEPS IN HIRING AND RETAINING THE RIGHT PEOPLE
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”
“
TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert | Director, Profiles Asia
Connect with me
www.linkedin.com/in/heintjiesantos
@Profiles_Asia
www.profiles.com.sg
Receive a Complementary Critical Job Study!Let us show you firsthand how our solutions can benefit your company.
1 32
It’s as easy as, 1, 2, 3!
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance ModelSales & Business Development Exec.
Critical Job Study!
Identifies what is really required for success in any given job – in terms of: (1) Learning
(2) Reasoning(3) Communication (4) Problem Solving(5) Behaviors(6) Occupational Interests
A Clear Target for Success…
...against which people can be graphically and quantifiably compared, has implications for... ! Selection! Development! Coaching! Management! Succession Planning
Report designed for Performance ModelSales & Business Development Exec.
Receive a Complementary Critical Job Study!
Would you like to receive a complementary critical job study?
Have an immediate need ? Call us at +65 65717031URL: www.profiles.com.sg
A. Yes
B. No
Contact Us
Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636
Website: http://www.profiles.com.sg
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