Job Matching— The Key to Performance · Matching each person to the right job using the TTI job...

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1 ©2011 Target Training International, Ltd. 052511 Job Matching—The Key to Performance | 1 Job Matching— The Key to Performance March 2011 TTI: The Assessment Company— with SOLUTIONS!

Transcript of Job Matching— The Key to Performance · Matching each person to the right job using the TTI job...

Page 1: Job Matching— The Key to Performance · Matching each person to the right job using the TTI job matching process outlined here will give you the ultimate edge over competitors:

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©2011 Target Training International, Ltd. 052511 Job Matching—The Key to Performance | 1

Job Matching— The Key to Performance

March 2011

TTI: The Assessment Company—with SOLUTIONS!

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TAbLe Of CONTeNTS

Introduction......................................................2

The ROI of TTI’s Job Matching System -GettheBestPerformanceat EveryLeveloftheWorkforce......................3 -BrandedasthePlacetoWork.....................4 -BigPictureOrganizationalBenefits............5

Why Traditional employment Practices Aren’t enough: Issues that Interfere with Job Matching & Undermine Performance -Biases...........................................................6 -HiringIssues................................................7 -TheCostofDisengagement........................ 8

How TTI Job Matching Produces Superior Performance -NoLimitsonCompetitivePerformance.....9 - SubjectMatterExpertsDetermine WhatitTakestoGetthe JobDoneRight..........................................10 -KeyAccountabilitiesExample: RegionalSalesManager.............................11 -TheIngredientsofSuccess........................ 12 -TheBehaviorstheJobCallsFor............... 12 -ValueMotivatorsarethe EnergyfromWithin................................... 14 - SkillCompetenciesfor AchievingResults...................................... 15 -AcumenIndicatorsof SuccessfulThoughtProcesses................... 16 - IdealCandidateForm................................ 17

JobMatchingistheFoundation fortheEntireEmploymentLifecycle..............18

Summary:TheBenefits ofListeningtotheJob.................................... 19

Endnotes........................................................ 20

AboutTTI........................................................21

IntroductionThere is a clear connection between engagement, performance and profit. It is imperative to drive performance results at all levels of the organization in order to seize market position and steer growth. Recruiting talented candidates is not enough; it’s crucial that people are assigned to the specific roles where their talents will have the greatest impact on achieving company goals, and where they are most likely to remain onboard fully engaged. Matching each person to the right job using the TTI job matching process outlined here will give you the ultimate edge over competitors: it builds a superior performance work place and boosts employee morale and engagement. When they are up, so are overall company productivity and profits.

Job matching is the science of carefully defining superior performance in each position and using objective criteria to determine who is hired. The process goes deeper than conventional employment methods to create the most comprehensive definition possible of why a job exists. It’s the science and the art of carefully matching the right person to the job that’s ideally suited for them. The result is someone who is happier on the job and has a head start towards meeting aggressive performance goals. Traditional hiring methods that use only a job description and a list of desirable technical, educational and job experiences as filters, plus a favorable interview have not worked.

TTI’s job matching process is state-of-of-the-art, based on 30 years of research into the components of superior performance. From recruitment to retention to professional development, TTI Performance Systems, Ltd. is the worldwide leader in personal and professional assessment tools. Founder and Chairman of the Board Bill J. Bonnstetter is considered one of the pioneers in the assessment industry, holds several patents, and has years of research experience on superior performance, leadership and management.

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TheROIofTTI’sJobMatchingSystemGet the best Performance atevery Level of the WorkforceHigher engagement levels correlate to higher stock value.Whenthetalentsapersonhasarealignedwithwhatthejobcallsfor,theyperformbetterandarehappieratwork. Instead of the stress of struggling to keep up, their energy flows into building momentum on the job and they enjoy an experience of success. Productivitygoesupandlaborcostscomedownbecauseyoucangetmoreperformancerequiringfewerstaff.Peoplewholiketheirjobstakelesssickleaveandtendtoshowupontimebecausetheywanttocometowork.

This is in stark contrast to a workplace without job matching. Peoplewhoaren’tjobmatchedexperiencestressbecausetheymuststruggletomeettherequirementsofapositionthatisn’tagoodfitfortheirnaturalinclinationsandtalents.Thisisasourceofconflictbetweenthem,theneedsofthepositionandtheirco-workers.Theyarelikelytorespondtohigherstresslevelswithhigherabsenteeism. Instead of channeling a passion for their work into productivity, as job-matched employees do, their performance suffers.

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Job matching builds the higher levels of performance and engagement that lead to profit:

•AtoneTexashomebuildingfirm,theTTI jobmatchingprocessreducedturnoverby 75%whileboostingsalesby50%.

•Ataregionalhospital,contract-related workstoppagewasasymptomofalarger culturalproblem.Thechallengewasto createanengagedworkplacewhere patientsbenefitedfrombettercustomer service.Injustninemonths,theTTIjob matchingprocessresultedinthehospital receivingaHospitaloftheYearAward fromanationalorganization.Thehigher productivityandjobsatisfactionofjob matchedemployeespaidoff:thehospital saved$1.8millioninturnoverand associatedcostsinunderayear.

•Atalargeequipmentcompanywith multiplenationaldealerships,every servicedepartmentstruggledtobe efficientandprofitable.Whatwas originallyafamily-ownedbusinesshad grownorganicallytohaveorganizational structureissues.WiththeTTIjob matchingprocess,jobswere benchmarked,therightpeoplewere matchedtotherightjobsandefficiency wasaccomplished.Thebottomline reflecteddoubledsalesanda96%increase inprofitability.

Management time is better spent when people are well matched to their jobs, too. Employeeswhoareconnectedtotheirworktendtotakeinitiative,whichfrees

managersfromhavingtomicro-managetheirwaytoresults.Thereducedturnoverassociatedwithjobsatisfactionalsoboostsmanagers’productivity.

It’simportanttorememberthatbothGenerationYandGenerationXcareverymuchaboutthejobsatisfactionthatcomesfrommeaningfulwork.TheyhavetakentheadviceofBabyBoomerstoheart,insistingthattheirworkisanexpressionoftheirinterestsandpriorities.To keep them engaged and contributing their considerable talents, they must be matched to opportunities that make work meaningful for them. Gettingthemintothebestjobmatchisthekey.

branded as thebest Place to Workemployees’ satisfaction with a great job match becomes the company’s reputation, acting as a magnet to attract additional talented team members.Socialmediamakesiteasyforemployeestoshoutfromtherooftopsaboutwhatit’sliketoworkatyourcompany.Whenthey’rehappy,itbrandsyourcompanyasthebestplacetowork.Employeestalkabouthowgreatitistoworkattheircompany,andthat’sthebestbrandingyoucanhave.Productbrandingisexpensiveandtakestime,butyoucaninfluenceyouremployerbrandreputationwithTTIjobmatching,andyoucandoitwithinayear.

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This is how a high performance culture is built. Withjobmatching,peoplearehappyintheirjobs,areenabledtoperformbetterandtendtostay,retainingtheirindustryexperience,deepcompanyknowledgeandrelationshipsasassetsthatmakethecompanycompetitive.

big Picture Organizational benefits TheTTIjobmatchingprocessseamlesslyestablishesthefoundationforsuccessionandleadershipplanning.Itprovidesalltheinformationnecessarytoproactivelycultivatebenchstrength.Beingwithoutanadequatesuccessionandleadershippipelineisaseriousorganizationalmisstepthatcanmeanrelinquishingacompetitivelead.No business can afford to lag behind competitors as a result of a crisis in leadership staffing that could have been anticipated. Thejobandemployeeinformationassembledinthisprocesseasilyidentifiesthehighpotentialemployeeswhohavewhatittakestoperforminthecrucialpositionsthatkeepthebusinessmovingforward.Everythingisinplacetomatchthemtoanextlevelleadershippositionandplandevelopmentsotheyarerampedupandreadywhenthetimecomes.

Thestrategicplanmustpenetratetheorganizationifit’sgoingtowork.Jobmatchingaccomplishesthisbyaligningtheday-to-dayactivitiesoftheworkforcetothecompany’sstrategicplan.Everypositionexiststomovethebusinesstowardachievingspecificgoals.In an era of streamlined operations when many roles have changed, the TTI process assures that every position is clearly defined to focus efforts on producing the outcomes that are the reason each job exists. AccordingtoErnstandYoung,companiesthatintegrateandalignbusinessstrategieswithtalentmanagementdeliverhighershareholdervalue—asmuchasa20%higherannualreturnonequity(ROE)overafive-yearperiodthanthosethatdon’t.1Jobmatchingensuresthatthestrategicplanpermeatestheorganization.

Usingobjectivehiringcriteriahelpsemployersavoidcostlymistakesthatcanleadtolitigation.BoththeEEOC(EqualEmploymentOpportunityCommission)andtheOFCCP(OfficeofFederalContractCompliancePrograms)lookforevidencethathiringpracticesarejobrelatedforthepositioninquestionandareconsistentwithbusinessnecessity.Practicesmustbeindisputablyneutralandresultinnodisparateimpactonanyprotectedgroup.TheTTIjobmatchingprocesscreateshiringrecordsthatprovethecompanyisdoingeverythingpossibletoremovebiasfromtherecruitmentprocess,supportingthebusinessinalegallydefensibleposition.Throughouttheprocessdocumentationclearlyprovestheemployerisusingunbiased,objectivecriteriatohiresafelyunderthelaw.

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Why Traditional employment Practices Aren’t enough:IssuesthatInterferewithJobMatching&UnderminePerformancebiases Sometimesunconsciousbiasesenterintothehiringprocess.Wehavelawsthatkeepusfromactingonourbiasesastheyrelatetogender,age,raceandotherfactorsaffectingprotectedgroups,buttherearestillunintentionalbiasesthatgetintheway.Manypeopleareunknowinglybiasedinregardstoexperience,educationand/orintelligence. They may over-emphasize the importance of these factors at the expense of factors that are actually much more accurate indicators of performance potential.

Everyoneseestheworldfromtheirownperspective,cultivatedasaresultofexperienceandinfluencedbyparticularvaluesandknowledge.Oftentimesthispersonalviewpointisunknowinglyinjectedintothehiringprocessevenwhenitisnotrelevanttoaspecificpositionortotheorganizationitself.Whenthishappens,itcreatesabarrier,preventingtheselectionoftruesuperiorperformers.

Biasesmayseemharmlesswhentheyareinfavorofsomethingorsomeone,buttheyarelimitingnonetheless.Forexample,everyoneknowssomeonewithahighlevelofeducationorexperiencewhoisdefinitelynothighlyproductiveonthejob.Overemphasizingthesefactorsinthehiringprocessmayresultinhiringsomeonewhowon’tproducetheresultsyou

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need.Similarly,thoughmanyinterviewersrightfullypridethemselvesonhavinggoodinterviewskills,astudyatMichiganStateUniversityfoundthatonly14%ofhiresmadeonthebasisofafavorableinterviewaloneresultedinsuccessfulhires.2Whentwopeopleconnectwellinaninterview,itmaybebecausetheyhappentohavesimilarbehaviorandcommunicationstyles.Butitdoesn’tnecessarilyfollowthattheapplicantalsohasthespecificbehavioraltraitsthatbestsuitthejobitself.Recruitmentshouldbedesignedtofindthecandidatewhobestmatchessuperiorperformanceinthejob,period.

The importance of using the TTI job matching process can’t be overemphasized, because it focuses hiring on the objective factors that the job itself calls for, eliminating unwanted human bias that can prevent hiring the candidate who will truly excel in the position.

Hiring Issues failure to Determine the Real Cost of HiringTheinitialexpenseofhiringisn’tthetruecost.Recruitmentisactuallyaninvestmentthatwillprovetoimpactcompanyprofitabilityforbetterorworse.Therealcostisrevealedovertime,whenthenewemployeeeitherfadesorflourishesintheirrole.Howeffectivetherecruitmentturnsouttobedependsonwhetherthehireissomeonewhoiscapableofreachingsuperiorperformanceintheposition,onhowlongitwilltakethepersonto

rampup,andonthelevelofengagementthatresults.Jobmatchingassuresselectingthepersonwhocanhitthegroundrunningandmakeittothegoal.

Accepting Turnover as NormalTurnoverisexpensiveandmuchofitisregrettable.It’samistaketoacceptturnoverasnormalwhenit,andtherippleofdiminishedproductivityitcauses,canbereduced.Goodjobsarehardtofind;andontheheelsofarestrictedeconomy,employeesaremoreawareofthatthanever.Peoplereallydoprefertosettleintoagoodjobfitwheretheycanenjoythebenefitsofcareersuccessandeconomicstability.Whenthematchbetweenthejobandtheemployeeisright,eachemployeeexperiencesthejobsatisfactionandsuccessthatmakesiteasytostayput.Jobmatchingreducestheexpensesrelatedtoturnoverandbooststhebottomline.WithTTI’spatentedjobmatchingsystem,clientshaveachievedaretentionrateof92%.

Overlooking the expense of a Disengaged Worker or “Rotten Apple”Whenanemployeeisn’tengaged,obviouslytheirproductivitysuffers.Butthereisalsoawidercosttotheorganizationoflostopportunity.Thereareuntoldbusinessbenefitsthatthepersoncouldhavecontributediftheirenergyandcreativitywereflowingintotheirwork.Andwhenthatpersongoesbeyondbeingdisengagedtobecomeseriouslynegative,theeffectontheorganizationisdevastating.

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The science of emotional intelligence confirms that people are profoundly influenced by the moods of those around them.Emotionalcontagionhasaneurologicalbasis,makingitapowerfulforcewhenpeopleworktogether.Abadappleaffectscoworkersinavarietyofways,andnoneofthemaregood.Energyandenthusiasmaredrainedaway,alongwiththepotentialfortheteamtocollaborateeffectively.Inanincreasinglyglobalbusinessclimatethatrequiresinnovationandexcellencetoremaincompetitive,itisimperativetobuildhigh-performingteams.

Applicant IssuesThesheervolumeofapplicantsperpositionmakeitnecessarytouseanefficientsystemforfindingthesharpestneedlesinthehaystack.Applicantscaneasilyapplytofarmorejobsnowthanbackwhenjobhuntingwaslimitedtothelengthofsidewalkapersoncouldcoverinaday.Todayathirdofallapplicantsapplyformorethan50jobsintheirjobsearch.Desperatejobseekersuseascatter-shotapproach,applyingtoawiderangeofpositions,manyofwhichtheymayactuallybeunqualifiedfor.Whencandidatesapplyforanything,HRmanagersmustweedoutlotsofunqualifiedapplicantsjusttogettothelegitimateapplicantpool.JobmatchinglightenstheloadonHRbyefficientlyautomatingthesiftingprocess.Usingasetofhighlyspecificfilterswhicharepreciselycalibratedtothejobwillresultinabetter,moretargetedcandidateshortlist,andthusamoreeffectiveuseofHRtime.

“A bad apple on a team costs you far more than just the labor costs of that person, it costs you the performance of the team.”

–BillJ.Bonnstetter,TTIPerformanceSystems,Ltd.3

The Cost of DisengagementMultiplyingthesefivefactors,whetherforanindividualorateam,willresultinanestimateofthecostofdisengagement:Number of full time employees: 1000employees’ average hourly rate: $25Hours per day of disengagement: 2Number of days worked per month: 22Number of months worked per year: 12TOTAL COST Of DISeNGAGeMeNT: $13,200,000www.TTI Metrics.com, TTI Performance Systems, Ltd.

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HowTTIJobMatchingProducesSuperiorPerformanceNo Limits on Competitive PerformanceThe TTI job matching process is definitely not your typical benchmark. Simplisticjobbenchmarksarelittlemorethanasurveyofestablishedsalaryrangesorareviewofindustrynormsaroundagivenposition.Flawedbenchmarksincludeaverageperformerswhendefiningthebenchmark,whichmakesmediocritythestandard!

Manytypicalbenchmarksmakeacomparisonofthetopandbottomperformersalreadyontheteamandusethatinformationtogeneratethebenchmarkthey’llshootforintheposition.Butthatlimitsthetoprangeofperformancebyassumingthatyoualreadyhavethebestperformerpossible.

It is a glaring but frequently overlooked fact: A strong brand may sell well despite a mediocre sales force, but sales won’t be what they could be. It’sacaseoflostopportunitymaskedbyalreadyhighsales.Imagineamediocresalespersonsellingahighvolumeofthebig-namebrandwhileanothersalespersonachievesmoderatesalesofthebrandthatmostpeoplehaveneverheardof.What’s selling your products? Is it your brand or your superior performers? Numbersmaylookgreatatthestrongerbrandedcompany,buttheyaren’twhattheycouldbeifatruesuperiorperformeroccupiedtheposition.

“A strong brand can carry a weak sales force.” –BillJ.Bonnstetter,TTIPerformanceSystems,Ltd.4

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The TTI process recognizes that typical benchmarks limit the top range of performance. Foracompanyintentonwinning,typicalperformancewon’tcutit.Itisimperativetodefinesuperiorperformancebasedonrealisticinputfromsubjectmatterexperts,soyou’rebuildingahighperformanceculture.

Subject Matter experts Determine What it Takes to Get the Job Done RightAteamofsubjectmatterexpertsareidentifiedwithintheorganizationtoestablishapositionbenchmark,startingwithkeyaccountabilities.Thesekeyaccountabilitiesareessentialbecausetheyareaboutproducingresults.Similartoperformanceobjectives,theyareamoredetaileddescriptionofwhythejobreallyexists.Using them as a foundation, the expert team will determine the combination of traits required for a person to reach superior performance in the job.Achievingthegoalsofthejobwillrequirespecificskillcompetencies,knowledge,thoughtpatterns,behaviors,motivators,certifications,experienceandintelligence.Infact,theteamwillanalyze55job-relatedfactorstocreateanidealcandidateform.Thisishowtheyletthejobtalkwhilekeepingtheprocessobjectiveandbias-free.

Assembling the right team of subject matter experts is critical to job matching. Theexpertsshouldbepeoplewhointeractwiththepositionbeingbenchmarkedonadailyorweeklybasis.Anidealmixwouldbethedirectmanager,themanager’sdirectsupervisor,twopeoplewhoareperformingwellinthepositionorhavesuccessfullyheldthepositionwithinthepastsixmonths,andtwopeopleinlateralpositions.Thebenchmarkingprocessallowsforuptotensubjectmatterexperts;butthreetosevenisideal,sinceit’sbettertohavefewerpeoplewhoreallyknowthejobwellthanmanypeoplewhodonot.

Through a facilitated brainstorming process, the subject matter experts will establish three to five key accountabilities to ensure that all participants have the same clear picture of how the job should be done. Thekeyaccountabilitieswilllaterbeintegratedintointerviewprocesses,jobdescriptions,performanceevaluations,developmentopportunitiesandcommitmentandaccountabilityprograms.Onceeachkeyaccountabilityisestablished,thegroupprioritizestheminorderofimportancetosuccessonthejob,thenassignsanapproximatepercentageoftheworkweektobespentoneachone.Withtheseasafoundation,theteamcontinuesbydetailingthe55factorsthatapersonwillneedtobesuccessfulinthejob.

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Key Accountabilities exampleRegional Sales Manager

•Managesalesforcetodeliverthesales/numbersandprovidecoverageforthelarger salesorganization. •Developbusinessplansandkeyaccountplanswhereapplicable. •Demonstrateindustryandmarketknowledge,andimplement/executeanengagement modelforaddressingtheirlocalmarket. •Recruit,developandmanageastrongteamoftalentedproductspecialists.Includes providingcoachingandleadershipfortheirteammembersaswellastakingaction/ movingoutpeoplewhoarenotperforming. •Educatethelargersalesorganization—teachpeoplespecificsaboutthetechnologythat theyneedtoknow,conductsomesalestraining,andmarketinternallytothelargersales organizationtocreateinterestandenthusiasm.

Skills Required to Accomplish Key Accountabilities

JOb beHAvIORAL TRAITS Score Attribute 7.2 Urgency 7.1 Versatility 7.1 FrequentChange

JOb MOTIvATORS Score Attribute 9.5 Utilitarian/Economic 9.1 Individualistic/Political 8.6 Theoretical

JOb COMPeTeNCIeS Score Attribute 9.2 Self-Management 9.1 EmployeeDevelopment&Coaching 8.8 Leadership 8.8 PersonalAccountability 8.8 ResultsOrientation 8.6 AccountabilityforOthers 8.5 GoalAchievement

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The Ingredients of SuccessMovingeveryoneuptoconsistentlyhighperformancelevelsrequiresreachingeverydimensionofanindividual’scapacity.The success of the TTI job matching process comes from a complete analysis of 55 job related factors, described below. Keyaccountabilitiesarethefoundationfordeterminingtheexactcombinationofthesefactorsthatapersonwillneedtoreachsuperiorperformanceinaparticularjob.

Completeanalysisofthe55job-relatedfactorsproducesfactualdatathatdescribestheoptimumjobmatch,anditisincorporatedintoanIdealCandidateForm.Theformprovidesadetailedroadmapforsteeringrecruitmentandprofessionaldevelopmentthroughouttheorganization.

12 behavioral traitsshowhowapersonwillgetthejobdone.

6 Intrinsic motivatorsrevealwhyapersonismotivatedtoperformonthejob.

25 Skill competenciesarewhatcompetenciesapersonhasdemonstratedinpriorwork.

12 Acumen indicatorsshowpotentialapersoncanaccessforjobperformance.

The behaviors the Job Calls for Everybehavioralstylehasanaturalheadstarttowardsperformingwellincertainrolesandthebest-casescenarioistoputtheminthatrole.The TTI job matching process identifies the unconscious, gut-level behavioral style that comes naturally to a person. Withthatinformation,theirtendenciesinregardstotwelvebehavioraltraitscanbecomparedtothebehavioraltraitsrequiredbyajob,andiftheycorrespond,youhaveonecomponentofagreatjobmatch.

There are four fundamental aspects of behavior that are involved in every aspect of life, and they are necessary to varying degrees in every job. Understandingaperson’snaturalwayofoperatingineachoftheseareasgivesareliableindicationofhowtheytendtoperformonthejob.

behaviorsDecision Making: Howapersonaddressesproblemsandchallenges.

Influence/Contacts: Howapersonhandlessituationsinvolvingotherpeople.

Steadiness/Consistency: Howapersondemonstratespaceandconsistencyintheirwork.

Compliance/Constraints: Howapersonrespondstorulesandproceduressetbyothers.

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Everyonehasanaturalbehavioralstylethathelpsthemtoperformonlymoderatelywellinsomesituationsbutpreparesthemtotrulyexcelinothers.Italsomeansthattherearesomepositionswheretheywillbechallengedtojustkeepup.Imagine trying to putan outstanding programmer into a sales role, or vice versa, and you getthe picture.

It’snormalforapersontomakesmalladaptationstoanyworkenvironment.but if a person’s natural behavior is not fairly close to the style required by the job, they will have limitations and may feel stressed. Theywillhavetoexpendasignificantamountofenergyjustadaptingtothesituationbeforetheycanbegintoaccomplishtheworkathand.Apersonwhoisjobmatchedhasaheadstarttowardaccomplishingresultswhenthejobiscloselyfittedtotheirnaturalinclinations.

behavioral Traits

1. AnalysisofData 2. Competitiveness 3. Consistency 4. CustomerRelations 5. Versatility 6. FollowUpandFollowThrough 7. Followingpolicy 8. FrequentChange 9. FrequentInteractionwithOthers 10.OrganizedWorkplace 11. PeopleOriented 12.Urgency

Gap Report Mismatch1. FREQUENT INTERACTION WITH OTHERS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.7*

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value Motivators arethe energy from Withinvalues are motivators that drive behavior. Becausetheyindicatewhatapersoncaresmostandleastabout,theydescribewhyindividualsactthewaytheydo,revealingtheinnermotivationfortheirbehavior.values are measured in six areas: theoretical, utilitarian, aesthetic, social, individualistic and traditional. Withknowledgeofwhichofthesevaluesajobsatisfies,eachemployeecanbematchedtoajobthatmatchestheirinnerdrive.Thiscomponentoftheprocessassuresthatthepersonismatchedtoajobtheyaremostlikelytoembraceandexcelat.When a person clearly demonstrates passion for their work, it is because their motivators are well-matched to the job. Theywillbemoreproductiveandenjoydoingtheirwork.Motivatorsarethepowerfulunderlyingsourceofaperson’senergytoperformonthejob.

MotivatorsUtilitarian: Adriveforapracticalreturnontimeormoneyspenttoaccumulatewealthandwhatisuseful.

Theoretical: Adriveforknowledge,discoveryandcontinuouslearning.

Individualistic: Adriveforpersonalpower,influenceandcontroloversurroundings.

Aesthetic: Adriveforbeauty,formandharmonyinobjects,natureorexperiences.

Traditional: Adriveforanorderly,well-established,unifiedstructureforliving.

Social: Aselflessdrivetohelpothers.

Gap Report Ideal Match

2. THEORETICAL0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.5*

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Skill Competenciesfor Achieving ResultsAlljobsrequireavarietyofskillssuchasplanningandorganization,presenting,problemsolvingandconflictmanagement.Thereare25professionalcompetenciesthatareuniversallyagreedtobenecessaryintheworkplaceinvaryingdegreesaccordingtotheposition.How important or unimportant each skill is for effective job performance will vary from job to job and may also be unique for similar jobs at different companies. Forexample,ahighlevelofmasteryinnegotiationandwrittencommunicationmaybecrucialtosuccessforasalespersoninonefield,whileneitherwillmatteratallforasalespersoninadifferentindustry.

Skill competencies don’t have to be difficult to identify or painstakingly sleuthed out with trick interview questions. Anindividual’slevelofmasteryofeachskillcanbereadilydeterminedwithTTI’scomprehensiveassessments.Theyarebasedon30yearsofresearch,frequentlyvalidatedandaccompaniedbydocumentationandsupportmaterialformanagingtheperson’sskilldevelopmenttothenextlevel.

TheTTIjobmatchingprocessguidestheteamofsubjectmatterexpertsthroughtheprocessofdefiningpreciselywhatlevelofmasteryofeachofthesecompetenciesanemployeewillneedintheirarsenaliftheyaretoreachpeakperformanceinagivenposition.Theresultisspecifictoyourindustryandtoyourcompany.

Hierarchy ofCompetencies (Skills)

1. ConceptualThinking2. ConflictManagement3. ContinuousLearning4. Creativity5. CustomerFocus6. DecisionMaking7. EmployeeDevelopment&Coaching8. Diplomacy&Tact9. Empathy10. Flexibility11. GoalAchievement12. FuturisticThinking13. InterpersonalSkills14. Leadership15. Negotiation16. PersonalAccountability17. Persuasion18. Planning&Organization19. Presenting20. ProblemSolvingAbility21. Resiliency22. Self-Management23. Teamwork24. Understanding&EvaluatingOthers25. WrittenCommunication

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Acumen Indicatorsof Successful Thought ProcessesTheAcumenindicatorsgiveanideaofhowastutelyapersonanalyzesandinterpretsexperiencesassituationsunfold.Basedonaperson’sresultsineachofthesixdimensions,theygiveaviewintohowapersonthinks.Acumenindicatorsgiveinsightintoaperson’sselfviewwiththreeinternalfactorsandtheirviewoftheworldwiththreeexternalfactors.Withthisinformation,youhaveabetterideaofhowapersonwillinteractwiththeexternalworldandfromapersonalperspective.

Thiscomponentofthejobmatchingprocessgivesinsightintoaperson’sthoughtprocessesandtheperspectivesthataffectperformance.Itilluminateshowclearlytheyunderstandsituations,andthus,theircapacityformeetingchallengesinbusiness.Itcanevenrevealskillsthatanindividualpossessesthatmaynothavebeenfullyutilizedonthejobyet.Byrevealingwhattheypotentiallycando,acumenindicatorshelpmatchthejobtoapersonwhocanreachsuperiorperformanceintheposition.

Acumen Indicators

exTeRNAL fACTORS

Understanding Others-The developmentofthecapacitytodiscern individualityinothers.

Practical Thinking-The developmentofthecapacitytodiscern practicalvaluesinsituationsinthe outsideworld.

Systems Judgment-The developmentofthecapacitytodiscern systemsandorderintheworld.

INTeRNAL fACTORS

Sense of Self-Thedevelopmentof thecapacitytodiscernindividuality inoneself.

Role Awareness-Thedevelopment ofthecapacitytodiscernpractical valuesinsituationsinone’sownroles intheworld.

Self Direction-Thedevelopmentof thecapacitytodiscernsystemsand orderwithinone’sself.

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Ideal Candidate formObjectivelyDefiningtheIdealCandidate

The Ideal Candidate form is used to document all of the job requirement details before a selection process begins. Thesewillincludeadescriptionofthepositionandworkenvironmentalongwitheducation,experienceandotherrequirements.Itcombinesthefactualdataassembledinthejobmatchingprocesswithalloftheotherrequirementsanidealcandidatemustmeet.

Thisisaveryimportantstepandonethatshouldbegivencarefulconsideration,astherecruitmentandscreeningprocesshighlydependsonthedecisionsmadeinthisstepoftheprocess.Thehiringmanagerandeveryoneinvolvedinthehiringprocessshouldcontributetoit.Thisisthewaytoclearlydefinedealbreakerssuchastechnicalskills,etc.Theexperiencerequiredshouldbecarefullythoughtthrough.Considerhowtoproceedwithacandidatewhomightlackpartoftheexperiencebutwhomeetsorexceedsalltheotherhighlydetailed,crucialrequirements. In some cases, it’s worth discussing exactly what might be done and how much it will cost to provide the additional experience so that you don’t miss out on superior performers.

Ideal Candidate form Details

Pre-employmentAssessment Requirements • PersonalSkills(top5-7) • Motivators(2-3) • IdealBehaviors(2-7)

educational Requirements • Levelrequiredanddegreetype • Certificationsnecessary

experience Requirements • Specificjobandindustryexperience • Numberofyearspreferred

Custom Phone Screen Questions

Custom Applicant Pre-Qualifier Questions

Resume Screen Preferences • Jobhopping • Employmentgaps • Overqualifications

Recommended background Check Package

Compensation Package

Marketing the Position Using Information in this form

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JobMatchingistheFoundationforthe entireEmploymentLifecycleOnboarding new staff is simple and available with the information provided by the TTI job matching process. Becauseitdetailsthepriorities,purposeandtimeconsiderationsofeverykeyaccountabilitythenewemployeewillberesponsiblefor,communicationbetweenthenewemployeeandmanagerissimplified.Thenewemployeestartswithaclearunderstandingofwhattheyneedtodotofulfilltheexpectationsforperformance.

As an employee grows with the company, job matching is used to get an up-to-date, comprehensive picture of their strengths, weaknesses and areas for growth. Thedocumentationitproducesisformattedtobeacompleteguidebookforpersonalizingprofessionaldevelopment.TheTTIprocessprovidesindividualizedperformanceprogramsthatguidemanagersonwhattolookforandwhattoprovideformanaging,coachingandmentoringanyemployee.

Since it is appropriate at every level of the organization, the job matching process is also the best possible way to systematically integrate succession and leadership planning. Bycomparingthetalentyouhavetothekeyleadershippositionsthatmustbecarefullystaffed,thebestpossiblecandidatesareeasilyidentified,andthegapsinthecurrentbencharetoo.Thismakesitpossibletoavoidfuturecrisesbycultivatingindividualsforeachkeyposition,startingwiththeindividualswhoalreadyhavemostofwhatitwilltaketostepupandlead.

World ViewWorld View

Personal Skills (Competencies)Experiences

Attitudes & Values

Emotional

Education & Training

Intelligence

Intelligence

Behavior

TTI MEASURES TTI ACKNOWLEDGES©2010 Target Training International, Ltd.

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Summary:TheBenefitsofListeningtotheJobThe TTI job matching process gives the job the central voice in defining the ideal candidate, removing human bias and the limitations it puts on performance. Withafactualbenchmarkofpeakperformancerequirementsforeachjob,theorganizationistransformedintoaworkplacewheresuperiorperformanceisthenorm.

Employeesinabest-fitjobareempoweredtosucceed,makingiteasyforthemstayengaged.Theirjobsatisfactionbrandsthecompanyasa“BestPlacetoWork”,attractingothertalentedpeopletotheteam.Acomprehensivepictureofeachemployee’stalentandpotentialisautomaticallyinplace,alongwithacompleteprofessionaldevelopmentprogram,somanagershaveanindividualizedguidebookforcoachingandmentoring.Everyjobmatchedpositionprovidesevidenceofanobjective,unbiasedprocessforhiringsuperiorperformers,withdocumentationreadyatamoment’snotice.NoonemissessleepattheprospectofanEEOCorOFCCP5audit.

HRisempoweredtocomparethebehaviors,motivators,skillandacumenofindividualstotherequirementsofanyjob,evenagainstthousandsofothersameorsimilarbenchmarkedjobs,toidentifytalentedindividualsforsuccessionandleadershipplanning.JobmatchingistheintegratedsystemthatconnectsHRandmanagementtoalignbusinessstrategywithtalentmanagement.

In essence, the TTI job matching process is the science of superior performance. Itistheacceleratorfortransforminganycompanyintoahighperformanceworkplace.Whenjobmatchingpermeatestheorganizationthereisimprovedretention,increasedproductivityandtheenhancedstockvaluethattheyproduce.

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Endnotes1 “Sophisticated Talent Management Programs Drive Business Results”,Ernst&Young,May 24,2010www.ey.com/US/en/Newsroom/News-releases/Sophisticated-talent-management- programs-drive-business-results

2 “Validity and Utility of Alternative Predictors of Job Performance”,byJohnE.Hunterand RondaF.Hunter,PsychologicalBulletin,Vol.96,No.1,1984,p.90

3 “Selecting Superior Performers Safely Under the Law”,ResearchReportbyBillJ. Bonnstetter,TTIPerformanceSystems,Ltd.,October2009www.ttidisc.com/people- energizing-people/2009/10/the-answer-is-eliminating-bias

4 ibid

5 TolearnmoreabouthowTTI’sjobmatchingprocesscanhelpyourorganizationintheevent ofanOFCCPaudit,pleaseseeourAdverseImpactStudyathttp://www.ttiresearch.com/ articles.html

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AboutTTITTIPerformanceSystems,Ltd.istheworldwideleaderinpersonalandprofessionalassessmenttools.Withyearsofresearchandvalidation,TTIassessmentsaretime-testedandproventoprovidetimelysolutionsfortoday’sbusinesschallenges.Throughanetworkofover7000ValueAddedAssociates,TTItoolsareutilizedinover50countriesand26languagestohelpbusinessesandorganizationseffectivelymanagetheirmostvaluableasset—people.

Fromrecruitmenttoretention,TTIPerformanceSystemsisaconstantresourcefornewideasandbusinessapplications.Asaleaderinthemarketplace,weensurethestatusofTTIassessmentsinthefuturebycarefullymanagingourintellectualpropertyandprotectingtheresearchandadvancementsTTIhasmadeinthefield.Withseveralpatents,copyrightsandtrademarks,TTIproductsareguaranteedtostandthetestoftime.Ourstaffisanexpertresourceintheassessmentindustryandcontinuestostayabreastofindustrychangestoenhanceandexpandtheproductlinetoprovideuniquesolutionsforthechallengesbusinessesfaceeveryday. Provided by Chart Your Course International800-821-2487 | 770-860-9464Chartcourse.com