Selecting the Right People
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Transcript of Selecting the Right People
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HUMAN
CAPITALDEVELOPMENT
SELECTING,COACHING, &
KEEPING THE
RIGHT PEOPLE
Know
YourPeople
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Companies Have Two
Kinds of Challenges
Profiles International helps you reduce oreliminate your People related Challenges
PeopleChallengesSystemsChallenges
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IF YOU CANT MEASURE
ITYOU CANTMANAGE IT!!!
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Retention &Development
Selecting theRight PeoplePerformance
Feedback
Productivity
What Every Organization Needs To Know
CustomerService
EffectiveManagement
TeamCompatibilit
y
YourCompany
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Have you ever hired someone whodid not reach your expectations?
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4 Invalid Hiring CriteriaDr. Herbert M. Greenburg
Hiring in Own Image
Hiring Based on Experience
Hiring Based on Education
Pirate from Competitor
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People Fail in Jobs..
not because they cant do
the Job.
but rather, because theydont match the Job.
We Hire on Competenceand Fire on Fit
http://www.throckandco.com/images/employersbgr-2.jpg -
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Utilize All Of Your Resources
Interview
Background Checks &Integrity Testing
Personality Testing
Ability Testing
Interest Testing
Job Matching 75%
66%
54%
38%
26%
14%
Psychological Bulletin Vol. 96, No. 1, August 1994
Professor Mike Smith, University of Manchester
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Three building blocks
of execution:I. Leaders with the right behavior
II. Culture rewarding execution
III. Consistent system for getting right
people in right jobsExecution: The Discipline of Getting Things Done
by Larry Bossidy & Ram Charan
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The job no leader should
delegateHaving the right people in
the right place.
Execution: The Discipline of Getting Things Doneby Larry Bossidy & Ram Charan
Building block III
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Exactlywhat willYou get?
Targeted recruitment and selection.
Effective promoting. Targeted coaching information.
Increased productivity. Performance management system.
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Introducing Profiles
Why Human Capital Advantage andProfiles International Assessments:
A proven way to:
Select the right people
Maximize employee performance
Retain your top performers
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The job match:Select the right people
Not exactly, but you can use this system:
Gather information from top performers or useinformation from other organizations top
performers, create a job match pattern (yourBenchmark).
Assess candidates against this benchmark thatyou hire people who fit!
Get coaching and performance managementinformation for present and future employees.
Can you clone top performers?
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Blueprint of ideal candidate
Think of the shadedareas as your topperformers DNA.
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Three areas of measurementMeasures how well the candidatecan do the job.
Measures whether thecandidate will do the job.
Measures how the personwill do the job.
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3
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Job MatchPercentage
35%
Job MatchPercentage
50%
Distortion 7
Job MatchPercentage
59%
The Job Matchingprocess for Interests isconcerned with the topthree interests of a JobMatch Pattern and howa candidate's top threeinterests match. Thethree top interests forthis Pattern areindicated and rankedfrom top to bottom.
Overall match of thiscandidate is low.
The candidates
scores fall outside thepattern: poor match.
46%Example of apoor job match
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Types of reporting available
Individual Report can go to the employee
Placement Report shows whether thecandidates competencies fit the job
Multi-Job Match Report shows howemployee fits other positions
Coaching Report for performancemanagement
Job Profile Report & Summary Reports
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Several reports available:What do you get from them?
Placement Report: Data for deciding good or bad job fits
Probing questions for interviews
Information on the personCoaching Report:
Hiring information: What will I have to do?
Coaching the employee according to unique strengths andweaknesses based on job fit
Other Reports: Job fit tool to use in other areas of the organization, good for
reorganization or succession planning
Self-development tools
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Example:Targeted recruitingPlacement Report
The Placement Reporthas three main parts:
Job match pattern and% matchjob fit.
Probing questions forfurther interviewing.
Description of
individuals abilities,interests, andbehavioral traits.
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Report details:Thinking Style
The reports break the scoresdown into information thatempowers good decision-making.
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Details for behavioral traits
This report shows that thecandidate has interests andabilities for the targeted
position, but not the rightpersonality, for a good job fit.
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More on behavioral traits
Shows that the candidatelacks, among severalbehavioral traits, theenergy level to succeed in
the targeted position.
It also provides
probing questionsfor furtherinvestigation.
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Performance Management--Coaching Report
The Coaching Report has threemain parts:
Graph showing candidate or
employees fit Coaching comments on
what the manager needs todo to improve the candidates
performance
Description of that individuals
abilities, interests, andbehavioral traits
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Coaching report details
This section providescoaching and performanceimprovement informationfor the manager to use.
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Where the Profile fits
Selection
Promotion
Job Match
Coaching
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The ProfileXT allows you
to determine Job Fit (to
learn abilities, interests,and traits) and create
Job Patterns
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Hiring Process, using theProfile XT for Job Fit:
1. Phone interviewUse job specific phone
screen, rate interview basedon job related criteria,
attitude, work backgroundscreening questions
2. If passes phone screenSet up on Profile XT
Evaluate data
4. If good match, bring in forfirst interview
Use Placement Report questions,customized Coaching Report,
Job Structured BehavioralInterview Guide
3. Measure job matchUse Profile XT resultsrate job match,review
Placement and CoachingReports
6. Select the bestUse Hiring Decision Matrixform; conduct backgroundchecks, reference checks
5. If passes first interviewhiring manager conducts
final interviewUses alternate Hiring
Guide Placement Report,
Coaching Report
Make conditional job offer(s)
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Case Study:
Reduced the length of weekly hiring boardsfrom all day to less than half a day
52% reduction in mental health workerturnover
70% improvement in number of involuntary
terminations of mental health workersduring probation
Industry: HospitalUsing the Profiles
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Case study example
74% or lower overall Job Match 80% turnover rate
79% or lower on Learning Index Match 78% turnover
80% or greater on overall Job Match 25% turnover
Financial Credit Union:
Benefits:Could have saved $222,000, with turnover lowered from80% to 18%
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Our Results
Our retention for new salesrepresentatives is 55%
Average industry retention
is 30%
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Calculate and Compare Metrics
We spend less than half our industryaverage to acquire human capital
$4.00 for every $100 of compensation vs.
our industry which is spending $10.50 for thesame compensation
We are getting the people we want, and they
perform up to our expectations
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Starting the Pilot Program, Getting Set Up on the VirtualAssessment Center
Training on the Website and Use of the Virtual Assessment Center
Selecting those to Assess for the Pilot
Completing the Assessments
Providing MM.C with Criteria for Benchmarking Creation
MM.C providing You with Results of the Pilot
Implementing the process in Next Area as Appropriate
Training on use and application of the ProfileXT for Managersand Users
Ongoing support and Ongoing Reports Indicating Results
Whats next?
Contact: Modern Managers
E-mail: [email protected]