Assessments · Consulting · Training · Coaching
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Transcript of Assessments · Consulting · Training · Coaching
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
Page 24
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?
Lead
ersh
ip S
trate
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
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
Page 28
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
TeamCoaching 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
Assessments · Consulting · Training · Coaching
Steve WaterhousePresident
A PI Worldwide Member Firm
How Top DealersHire Top Sales People
Assessments · Consulting · Training · Coaching
Steve WaterhousePresident
A PI Worldwide Member Firm
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
Certification Validity Studies Roll Out Check in Evaluate
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
Assessments · Consulting · Training · Coaching
Steve WaterhousePresident
A PI Worldwide Member Firm
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
Assessments · Consulting · Training · Coaching
Steve WaterhousePresident
The Predictive Index Process
• Assess People
PI is a Measuring Tool
SKILLS
EDUCATION&
TRAINING
EXPERIENCE
MOTIVATING NEEDSBEHAVIORS/DRIVESAPTITUDES/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 Relative to Norm NORMAVERAGE
Relative to Norm HIGH
LOW Relative to Norm NORMAVERAGE
Relative to Norm HIGH
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
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