Taking the Guesswork Out of Selection and Performance
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Transcript of Taking the Guesswork Out of Selection and Performance
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Taking the Guesswork out of
Associate Selection & Performance
a presentation brought to you by:
Anthony Pantaleone
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www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
Anthony Pantaleone
“Our partnership with Profiles International goes back many years and Anthony has been a great resource for our company in our continuous quest for identifying, recruiting and retaining high level talent for our organization. Anthony's commitment to understanding our vision and helping us coach and improve talent has been beneficial not only to our company but our people as well.” Sean Robertson, Director of Sales, November 2, 2011 “I engaged with Anthony Pantaleone of Profiles International in early 2010 having knowledge of the product, but no contact with Anthony prior to a phone call. From the start of the business relationship, I found Anthony to be a reliable business partner, providing knowledgeable support to my department staff and engaging my internal customers as we embarked on a new process. I couldn't be more pleased working with Anthony and consider him to be key partner in our success.” Valarie McNeese, Director of HR, September 30, 2011
Vice President Enterprise Solutions Sales
imagine great people ®
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www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of
Test Publishers • Microsoft Certified Partner
Who We Are
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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.
Creating Value for Clients
www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
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• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries
Client Highlights
Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer
Diverse Base of Marquee Clients
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Approach – “Gap” Analysis
JOB FIT
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Alignment is the Key to Success
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You must get the right people in the right seats on the bus
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The Performance Model:
• Defines talent requirements
• Indicates ideal fit with the job • Encompasses...
– Organizational Culture – Management Style – Shared traits of “A”
Players
Customer Service Customer Service Profile
Customer Service
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Customer Service Customer Service Profile
Customer Service
Performance Model Development: • Concurrent Validation
Study • Position Analysis
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Job Analysis Survey
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What We Do – Know Your People
Our assessments provide you with in-depth, objective, comprehensive, and reliable information about your people, far beyond what you could uncover through typical interviews, performance reviews or day-to-day interaction.
This includes: • Customer service inclination • Team players • Effective communication • Empathy
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Selection
Customer Service
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Customer Service
Bill Sample John Sample Jane Sample Sally Sample
85% 78% 68% 65%
Candidate Matching
Customer Service
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Workforce Planning
Customer Service – High Customer Service – Medium Customer Service – Low
85% 78% 68%
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Interview Guide Customer Service
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“The Talent Acquisition Lifecycle – From Sourcing to Onboarding” (Aberdeen Group - September 2011)
...to achieve Best-in-Class
performance, companies must integrate data between hiring
and other talent processes.
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The relationship… • …between employees and management • …between employees and their jobs/company • …between employees and other employees”
THE OVERLOOKED ROLE OF THE LEADER IN ENGAGEMENT
“… a great workplace is measured by the quality of three, interconnected relationships:
Fortune Magazine’s “100 Best places To Work”
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Coaching
Customer Service
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Self Awareness Model Focus
My AHA… How does this influence perception (boss, peers, direct reports, clients) of me… What will I do in my role…
I will “keep”… I will “stop” (manage)… I will “start” (demonstrate)…
How will we know this is working…
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Development Planning Simple As: 1. Focus Areas - FLEXIBILITY
2. Discuss Challenges & Job Tips
(K-S-S)
Coaching
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Coaching Focus
My AHA – “I always respond to new ideas with resistance.” How does this influence perception (boss, peers, direct reports, clients) of me… “I am not supporting our culture and being a good role model.” “Our customers are not having the best experience with my department.” What will I do in my role…
I will “keep”… I will “stop” (manage)… “I will stop and think before I react.” I will “start” (demonstrate)… “I will be more open to suggestions as a first response. I will question in private.”
How will we know this is working… “During our weekly meetings I will review the result of my situations. How I reacted. What I reflected on.”
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No
Customer Service Perspective
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Customer Service Perspective
• I ought to refer certain customer problems to the manager. (Yes) - Could be department specific and you don’t
have the knowledge. The range of problems that develop day-to-day in our business are not always solvable by the person who the customer approaches.
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Connecting People to Business Strategies
Better Selection of Associates
• Higher Retention • Reduced Costs • Consistent Customer
Experience - Maintain/Increase Market Share
Improve Productivity
of Associates
• Improve Employee Engagement – Best Place To Work Status
• Talent Sustainability • Leverage Your
Investment in Human Capital
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How We Do It – High Touch
• Dedicated account team • Help desk assessment support • Strategic planning • Solution planning • Implementation planning • Additional support and training via workshops
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Clients We’ve Served
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Clients We’ve Served
• Nearly 10% more “poor matched” employees are being terminated than those who were a “good match.”
• Average tenure of employees who are a “good match” is a running total 16 months and growing, as compared with only 11 months for “poor matched” employees.
• Recruiting expense per hire dropped by almost 80 percent. The cost for a “good matched” employee is about $3,600 versus $5,200 for a “poor matched” employee.
Corporate Human Resources Manager
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Process
Step 1: Candidate takes online assessment via link on desktop or instructions (link) via email. Step 2: Information (reports) emailed to key contacts Step 3: Candidate data maintained in database for future analysis
https://www.profilesac.com/Main.aspx?S36A8N7TD2
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Special Offer
Complimentary Trial
• Identify a volunteer to assess (CSP) • Complete the Customer Service Perspective • Personal debrief
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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
Know your people..Grow your business
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