the art and science of hiring and keeping the right …...the art and science of hiring and keeping...
TRANSCRIPT
The Art and Science of Hiring and Keeping the Right Person
Agenda
- The importance of Talent Management Today
- Making your hiring simple, human, and smart
- PXT Select™: The Assessment and Suite of Reports
- Other factors to consider
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National Center for the Middle Market How to Sustain Success:
#1 Challenge is Talent Management – Can I get and keep the talent that I need?
Be more proactive in hiring
Develop People
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Secret Recipe to Maintain Growth
1. Invest in Talent: Train to/and Retain
2. Move into new territories
3. Getting innovation to market
4. Minding the store: Continuous improvement in efficiency & productivity
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Questions we hope to address
How do we know if we have the right person for the right job?
How do we reduce the risk of choosing the wrong person?
How do we help our managers make the right choice?
How do we make the hiring and onboarding process easier, more full proof, more efficient and less risky?
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Here’s what
you see - and hire …
Here’s what
you get!
BuildTrust
SolveProblems
FacilitateChange
SatisfyNeeds
Behavior
ThinkingFeeling
ValuesBeliefs
Needs
People Skills
© Copyright Intégro Leadership Institute
Hiring Facts
• Most job interviewers make up their mind to hire or not within the first five minutes using the “gut” process
• Interviewees are trained to interview
• Turnover cost is anywhere from 1/3 of an employee’s annual salary up to 5x the annual salary
Have you ever hired someone who did not live up to your expectations?
Have you ever hired someone who greatly exceeded your
expectations?
What did you do differently?
Great organizations know that success begins with
hiring the right people.
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Attributes of High Performers
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Only 5% feel they have “Best in Class” Processes in place
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“Too many organizations makes crucial hiring decisions based on impressions (background, resume, interview)
rather than data.”
One in Five new hires are “bad” or have “regretted decisions” according
to hiring managers on their team
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Costs of a Poor Hiring Decision
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Low productivity and performance
Poor reputation as staff turnover increases
Negative impact on client relations
Cost to recruit and train another worker
Costly management cycles to redirect employee
Frustration and low team morale
The Cost of a Bad Hire
• Well-known recruiter Jörgen Sundberg puts onboarding costs at $24k
• U.S. Dept. of Labor – 30% of the employees first year earnings
• For small companies, an investment in the wrong person is a threat to the business.
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What’s the cost of mediocre hire?
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Adding data to traditional hiring tactics can sound overwhelming….
But it doesn’t have to be.
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What is Selection?
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• Using the appropriate resources and tools to inform the decision-making process of selecting the best candidate for a job
The Selection Processwith PXT Select™
• Equally weighted• Experience
• Assessment data
• Interview
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When are people most successful?
Job-Fit Effect on Turnover
Harvard Business Review study of hiring practices included
360,000 people hired for sales positions
• Men and women performed at same level
• Age had no bearing on ability
• Ethnic background was not a factor
• Experience does not guarantee success
• College degrees are not the key
• “Job-fit” had the only real effect on turnover
“Success hinges on a fit with the job!”
Job-Fit Effect on Turnover
6 Months After Hire:
“…persons who had been matched outperformed, to a statistically
significant degree, those who had not been matched…”
14 Months After Hire:
“Moreover, the differences widened after 14 months” Source: Herbert M. Greenberg and Jeanne Greenberg,
“Job Matching forBetter Sales Performance,” Harvard Business Review, Vol. 58, No. 5.
They also stay longer
High Turnover Industry W/OJob
Match
WithJob
Match
% Left / Fired After 6 Months% Left / Fired After 14 Months
46%57%
24%28%
Low Turnover Industry
% Left / Fired After 6 Months% Left / Fired After 14 Months
25%34%
5%8%
Why Track Short-Term Turnover
It takes an average of 6.2 months for a professional to become profitable for a company. This is one reason that short-term turnover is
so extremely expensive, even if it is never calculated.
[For hourly workers, the critical points are 45 and 90 days. ]
Productivity / Proficiency
Time-to-Productivity can be shortened by 5 X with Benchmarking.
Benchmarking your Learning Organization: How and Why? Bersin
A good Job Fit Assessment shows you what is beneath the surface of the potential candidate in:
• Thinking Style (CAN they do the job)
• Behaviors (HOW will they do the job)
• Interests (Will they LOVE the job)
Why Use Assessments?
The U.S. Department of Labor has concluded that the three most significant categories of Job Fit are Thinking Style, Behaviors, and Interests.
PXT Select™ makes the very human decisions about hiring simpler and
smarter.
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Performance Model Library
• Template of jobs based on traits of people who have been successful in those roles
• Based on performance data from thousands of individuals, case studies, Dept. of Labor database
• Validated for selection
• Choose the job that best aligns with your position
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Methods for Creating a Performance Model
• Library Performance Model (use as-is or combine with another method)
o Quick-start option, based on people known to be successful in the position
• Job Analysis Survey (only used with another method)
o Quick customization option, where you respond to a survey about what’s
required for the position
• Existing Performance Model (can be combined with another method)
o More involved option, where you use an existing model to help build a new
one
• Concurrent Study (can be combined with another method)
o Most involved option, where you create a model based on the assessment
results of employees in your organization
©2017 John Wiley & Sons, Inc. | All rights reserved.
"PXT Select" is a trademark of John Wiley & Sons, Inc. All rights reserved. 33
What’s required for the position (Performance
Model)
Measure of candidates’
thinking style, behavioral traits,
and interests
FIT
PXT Select™ Assessment
• Assessment (candidate’s results)• Cognitive: Verbal and Numerical skill and reasoning
• Behavioral: 9 Scales
• Interests: 6 Interests
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Cognitive Data
• Thinking Style• Verbal Skill
• Measures vocabulary• Verbal Reasoning
• Measures the ability to use words in reasoning and problem solving• Numerical Ability
• Measures numerical calculation abilities• Numerical Reasoning
• Measures the ability to use numbers as a basis in reasoning and problem solving
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What work environment is most comfortable for them? Do they fit the culture of the
organization?
HOW will they do the job?
Behavioral Traits
MechanicalWorking with your hands and things, practical, mechanically inclined, physical, tool-oriented
TechnicalWorking with theory and information, analytical, intellectual, scientific
CreativeNon-conforming, original, independent, chaotic, creative
People ServiceCooperative environments, supporting, helping, healing/nurturing
EnterprisingCompetitive environments, leading, persuading, selling, dominating, promoting, status
Financial/AdministrativePrecise, perfect attention to detail, orderly, organizing, status
Interests Will they Like the job enough to stay?
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What makes PXT Select unique?
• Improved accuracy – CAT
• Reduced assessment time
• New Performance Model Library• Easy to use
• Valid models
• One assessment generates 9 reports
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Advantages of Adaptive Testing
• Shorter assessment
• Better user experience for the candidate
• More accurate, precise measure
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Computer Adaptive Testing
•Cognitive
•Behavioral
•Interests
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"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
• Very Easy
• Very Easy
• Easy
• Easy
• Easy
• Moderate
• Moderate
• Moderate
• Difficult
• Difficult
• Difficult
• Very Difficult
• Very Difficult
Adaptive Testing
Comprehensive Selection Report
Multiple Candidates Report
Multiple Positions Report
Manager-Employee Report
Coaching Report
Team Report
Individual’s Feedback Report
Individual’s Graph
Performance Model Report
One Assessment → Suite of Reports
Selection
Participant
Onboarding/
Development
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Comprehensive Selection Report
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Good Fit, Mediocre Fit, Not a Good Fit
©2017 John Wiley & Sons, Inc. | All rights reserved.
The general rule is:80% and up=Good Fit60-79%=Mediocre Fit0-59%=Not a Good Fit
• Sets the context
• Distortion, with guidance
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Comprehensive SelectionReport
• Candidate’s results = initials
• Performance Model = shading
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Results Summary
• Verbal and Numerical Skill and Reasoning
• Roll up into Composite Score
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Thinking Style (Cognitive)
• Influencing behaviors
• Neutral names
• No numbers (1-10)
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Behavioral Traits
• Standard occupationalInterests
• All 6 shown, in rankorder with ties
• 3 PerformanceModels interestsin order
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Interests
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Performance Model & the Candidate
Interview Questions
• Top challenges and strengths, plus other scales
• Personalized• Candidate’s scores
• Performance Model
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
One Assessment → Suite of Reports
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Multiple Candidates Report
Multiple People, One Position
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• All candidates with overall fit
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Multiple Candidates Report
Multiple Positions Report
One Person, Multiple Positions
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
• All positions, with the candidate’s overall fit
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Multiple Positions Report
Performance Model Report
One Position
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• Focuses on the position only – no candidate data
• Built-in guidance with “Ideal Candidate” description
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Performance Model Report
Individual’s Feedback Report
One Person
"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.
Individual’s Feedback Report
• Built-in guidance
• Written to the candidate
• Narrative feedback only (no scores)
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Individual’s Graph
One Person
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Individual’s Graph
• Scores, without interpretation
• Focused on the individual only – no Performance Model
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Coaching ReportOne Person, One Position
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Coaching Report
• Personalized, narrative feedback written to the manager
• Scores on all scales, against a Performance Model
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Detailed Look
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Manager-Employee ReportOne Employee, One Manager
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Manager-Employee Report
• Written to the manager
• Best practices for Working Together
• Tendencies
• “Consider This”
• Summary and Reflection
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Team ReportMultiple People
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Team Report
• Behavioral scales only
• Written to EACH team member
• Results Summary shows team distribution with numbers
• Max: 25 team members
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Top HR Trends for Hiring in 20181. Practicing inclusion and diversity takes an entire overhaul of a company's culture and ongoing maintenance. "It's actually easy to check boxes and get to a point where you'll look politically correct as it relates to the diversity of your employees. It's super hard to get to a point where people feel like they truly belong."
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The Values that Build TrustTM
© Copyright Intégro Leadership Institute
Receptivity
Disclosure
Straight-forwardness
Honesty
Respect Recognition
TrustReliabilityI’ll do what I say
I’ll do
OpennessI give and ask for feedback freely
CongruenceWhat I say is what I mean
AcceptanceWho you are is okay with me
SeeksExcellence
KeepsCommitments
Top HR Trends for Hiring in 2018
2. HR needs to take a hard look at the organizational culture to make sure that differing opinions are respected and people are encouraged to be themselves.
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3. Forward-looking companies are exploring skills assessments, job tryouts and hiring for potential instead of experience. LinkedIn found that a majority of employers are interested in using:
• Online soft skills assessments
• Job auditions, where candidates are paid to do real work while supervisors observe them.
• Informal team interviews with potential co-workers, where both sides have a chance to talk about the role and gauge whether there is a fit.
• Alan Stukalsky, chief digital officer for Randstad North America, the U.S. division of the global staffing and HR services provider. "Employers will increasingly focus on training new hires, especially when they find the culture fit they are looking for or superb soft skills."
• That's exactly what Maren Hogan, CEO of Red Branch Media, an Omaha, Neb.-based B2B marketing firm for HR technology, does. "When I hire people, I'm not hiring a job description," she said. "When I'm looking to add another employee to my team, I'm looking at their attitude, how they approach communication with me, what it is that moves them and how they work best. Do they value learning and skill development?"
"PXT Select" is a trademark of John Wiley & Sons, Inc. All rights reserved. 76
Top HR Trends for Hiring in 2018
Roadmap to the Best Talent Management Strategy
• Assess your culture
• Review your hiring process for bias and objectivity
• Create a career pathway for growth from hiring –onboarding – ongoing development & training –opportunity
• Benchmark your High Performers and Leaders
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18 Month ROI Study - Turnover
Case Study II: Financial Industry
18-Month Turnover Reduction 32.3%
Employees
Employees
72.8% turnover40.5% turnover
Making the very human decisions
about hiring simpler and
smarter.
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CEO, Dana Riker JacksonRiker Opportunity Institute, Inc.Where Impossible Outcomes “R” Possible™ When You Invest In People!610.566.8272 | www.RikerOpportunityInstitute.comConsultdana@RikerOpportunityInstitute.com
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