Assessments · Consulting · Training · Coaching Steve Waterhouse [email protected] Email...

Assessments · Consulting · Training · Coaching

Steve [email protected]

Email for a copy of slides

A PI Worldwide Member Firm

Who Can Do the Job: Building an Accurate

Behavioral Profile

ROIs:• 1) Identify the key factors needed for

a valid profile.• 2) Identify and adjust for company

specific issues.• 3) Adjust a profile for the needs of

specific leaders.

• Hire qualified applicants.• Fairly assess the knowledge, skills,

abilities and other (KSAO’s) of all applicants.

• Use a valid, objective process for evaluation.

Can they do the job?

Are they likely to be successful?

Are they the fit for the position?

Can They Do The Job

• Do we have clear requirements?• Did we develop them with an

effective and objective process.• Are they up-to-date and forward

looking?• Did we include knowledge, skills,

abilities and other (KSAO’s)• Other = Behavioral Charteristics

Knowledge, Skills, Abilities and Other

(KSAO’s)

Can it be

taught?

Y – Hire people who can learn it or know it

Literacy

Education

Willingness

N – Hire people

who have it

Knowledge

Experience

Behavioral Style

What Behavioral Assessments Measure

Effective and Objective Process

• Is it an Effective Process– Does it result in internal agreement?– Does it provide clear selection

guidance?– Is it executable?– Is it legal?– Does it result in improved metrics?

Is it legal?

• Challenges to the use of employment tests account for only 0.5% of EEOC Claims.

• Legally defensible employment testing is now one of the safest harbors offering shelter from the howling gales of class-action EEOC litigation (Sharf & Jones, 2000).

• This is not legal advice which can only be give by an attorney.

Is it legal?

• Is it construct valid?• Is it valid for predicting job

performance?• Is it neutral against protected

classes?

• This is not legal advice which can only be give by an attorney.

Effective and Objective Process

• Is it an Objective Process– Is it business-results driven?– Can it be applied to all applicants?– Is it easily replicated?

Do Requirements Match Your KPI’s

• Key Performance Indicators– Used to evaluate individual– Must be defined– Must be agreed upon

Who defines the requirements?

Relevant

Opinions

Managers

Senior Manage

ment

External Consulta

ntExisting Employe

es

Gaining Consensus

Opinion

Validity

Agreement

Requireme

nt

Gaining Consensus

Example from the PRO, Performance Requirement Options

Do Your Criteria Matter

Quick Validity Study

Top Performers

All Others

Top Performers

Comparing Top Performers with Everyone Else

TopPerformers

All others

Top Performers vs PRO

223% Turnover

28% Evaluation Increase

3X as Many Sales

PRO•Collects input from managers

Data Analysis

•Analyze patterns of top performers

Library•Include data from our library of studies

Forward Looking

•Include changes that are likely to occur in future

Ideal Pattern

Use a Complete Process

• Adjust for situational variables• Adjust for supervisors• Adjust for future needs

HR’s Input is Critical

JobAnalysis

PROBehavioral Demands

of the Job Job PerformanceKey Result Areas

PIsTop Performers

Team ConceptBoss/Leader

Team Members

Education &ExperienceRequirements

PIConsultant Experience

Assess CultureStable, Changing

PIJob/Validity Study

What Makes The Right Hire?

Leaders

hip

Str

ate

gy

• entrepreneurial drive

•push change•compete

•organization building while

multi-tasking•tension between

democratic/ participative vs.

autocratic/ entrepreneurial

•expert maintenance•process control•task management

Leaders need to demonstrate

Identify and Develop Leadership and Manager


Steve [email protected]

Email for a copy of slides


Who Can Do the Job: Building an Accurate

Behavioral Profile

Opportunity

Typically the top 25% can outsell the bottom 25% by 200% - 500% or more.

Sales Teams are Underperforming

The Problem

Before WWII• “90 Day Wonders”• Great training =

Great performance

Case Study: Outside Sales

The Reality

After WWII• Critical people failed• Great training was

not enough• Some can, some

can’t

How Top Dealers Do It

1. Know what top performers look like2. Attract high potential candidates3. Identify them quickly (before

interviews)4. Hire them before they get away5. Manage them effectively

They Use a Behavioral Assessment

Predictive Index helps…

EnhanceExecutive

Team

Coaching and Motivation

Identify Leaders and Managers

Attract, Hire and Retain Talent

One Tool, Many Uses

What Dealers Ask Us To Do

• Increase Sales• Improve CSI Ratings• Reduce Turnover• Reduce Mistakes• Eliminate Accidents

Bottom Line Results

• 100% Increase in Sales

• 50% Lower Turnover

• 21% Increase in Revenue

• 24% Net Growth

• 15% Increase in Customer Service Ratings

• 30% Reduction in Staff Requirements

• $1M Bottom-Line Savings


Steve WaterhousePresident


How Top DealersHire Top Sales People




How Top DealersHire The Best Sales People

Leadership

Selection

Develop Ideal PI’s for critical jobs

Begin recruiting

Review progress and data. Adjust as needed.

Train Managers Meet with managers to discuss progress

CertificationCertification Validity Studies

Validity Studies Roll OutRoll Out Check inCheck in EvaluateEvaluate

Survey all employees

Managers meet with their teams

Train Recruiters

Meet with Senior Management to review metrics

Meet with recruiters to discuss progress

person in the seat of the truck.

Preventable Accidents

Non Preventable Accidents

Service Failures

Total Drivers 383 383 383

Best Match .00 .00 .00

Average Match

.00 1.00 1.00

Poor Match

1.00 2.00 3.00

Study Results

Identifying a Fit

Accidents Can Be Prevented




How To Grow Dealership Profitsin Any Economy

Attract, Hire and Retain Talent

• Define and Attract Ideal Candidates– PRO pattern development– Validation studies– Customize advertising

• Improve Interviewing Process– Improved job matching– Improved interviewing

Your PI’s

Identify and Develop Leaderships and

Managers

• Identify leaders– Who fits corporate needs and culture

• Highlight coaching needs– Build leaders before you need them

• Identify motivations and drives– Individual understanding build

success

ImproveCommunications

Skill + Insight Effectiveness

Predictive Results1467 Walnut Creek Drive

Orange Park, FL 32003

904-269-2299



The Predictive Index Process

• Assess People

PI is a Measuring Tool

SKILLS

EDUCATION&

TRAINING

EXPERIENCE

MOTIVATING NEEDS

BEHAVIORS/DRIVES

APTITUDES/STYLES

ATTITUDES&

VALUES

INTERESTS

LITERACY&

LANGUAGE

PHYSICAL&

HEALTH

INTELLIGENCE

KNOWLEDGE

Individual Potential

PI Worldwide: What We Do

• Improve performance, productivity and profitability.

• Align individual employee performance and motivations with your business goals.

Enhance Executive Team

• Identify and Build Leaders• Motivate Effectively• Improved Communications• Build Organization Strategically

What Are We Measuring?

LOW Relative to Norm NORMAVERAGE

Relative to Norm HIGH







Low High

D O M I N A N C E

EXTROVERSION

P A T I E N C E

F O R M A L I T Y

Factor A – measures the drive to exert one’s influence on people and events.

Factor B – measures the drive for social interaction with other people.

Factor C – measures the intensity of a person’s tension and pace.

Factor D – measures the drive to conform to formal rules and structure.

Individual PotentialWhat PI Measures

5

Assessments · Consulting · Training · Coaching Steve Waterhouse [email protected] Email...

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