Kenexa Assessment Deck

PREDICTING PERFORMANCE

PREDICTIVE ASSESSMENTS BY

To us, business is personal

Copyright Kenexa®, 2011 │ 2


FINDING “IT”

TEACHING SELLINGMANAGING

HOSPITALITY

RETAILINDUSTRIALMANUFACTURING

RESTAURANT

NURSING

CALL CENTER


PREDICTING PERFORMANCEIDENTIFYING GREATNESS

BY

AVERT THE AVERAGE.

STUDY THE OUTLIERS.


PredictiveAssessments

by

Improving Efficiency-

of-Hire

Improving Quality-of-

Hire

Reducing Risk

BENEFITS OF PREDICTING

PERFORMANCE

Managers • Streamlined, easy-to-use • Finds the best • Peace of mind

Scientists • Quick yet solid • Matches competencies • Consistent process

Applicants • Understandable, fast • Able to impress • Fair, honest

Shareholders • Reduce expenses • Profitable growth • Reputation


ARE MORE LIKELY TO:

62% integrate assessment with ATS

33% integrate assessment with Performance Management systems

29% integrate assessment with Succession systems

12% integrate assessment with LMS

Aberdeen Group, Assessment in Talent Management, May 2011

HIG

H P

ER

FOR

MIN

G C

OM

PAN

IES ARE DESIGNED TO BE:

Simple and quick

Integrated with other technologies regardless of provider or platform

Easy for hiring manager to use

Interesting and fun for applicants

Used with mobile and 2.0 technologies

KEN

EX

A IN

TEG

RATIO

NS

FUTURE OF PREDICTING

PERFORMANCE


WE PREDICT PERFORMANCE

HOW WEPREDICT IT


OUR APPROACH IS AS

UNIQUE AS IT IS POWERFUL

TALENT SKILLS CULTURAL FIT

PERFORMANCE+ x =


SKILLS

• Listening

• Data Entry

• XXX

• XXX

• XXX

OUR APPROACH IS AS



CULTURAL FIT

• Customer Orientation

• Passionate

• XXX

• XXX

• XXX

OUR APPROACH IS AS



TALENT

• Personality

• XXX

• XXX

• XXX

OUR APPROACH IS AS



COMPETENCIES

• Relationship Building

• Problem Solving

• XXX

• XXX

• XXX

OUR APPROACH IS AS



• First Contact Resolution

• Increased Customer Satisfaction

• XXX

• XXX

• XXX}MEASURINGMATTERS

WH

AT


CO

NF

IGU

RA

BL

ER

EA

DY

-TO

-US

E

INSTITUTIONAL KNOWLEDGE

LIBRARY

HOW WE PREDICT

PERFORMANCE

CALIBRATEDASSESSMENT

SOLUTION

LEARN FROM

YOUR BEST

REFINE AND PERFECT

DEPLOY

REVIEW ROI AND APPLY FINDINGS

YOUR NEEDS

ANALYSIS

OUR

RESEARCH

AND KNOW

LEDGE

BASED ON EVERYONE’S BEST

BASED ON YOUR BEST

SKILLS/KNOWLEDGE (PROVE IT!)

ABILITIES (INFINITY SERIES)

CULTURAL (FIT SERIES)

BEHAVIORAL (SELECTORS, KPI)


HOW WE PREDICT

PERFORMANCE

OUR

RESEARCH

AND KNOW

LEDGE

Based on 20+ years of experience and millions of assessments conducted.

YOUR NEEDS

ANALYSIS

Indentify key success criterion.


HOW WE PREDICT

PERFORMANCE


SOLUTION

Analyze drivers of high performance and interview key stakeholders.


LEARN FROM

YOUR BEST

HOW WE PREDICT

PERFORMANCE

Survey and conduct focus groups with high performers.


REFINE AND PERFECT

HOW WE PREDICT

PERFORMANCE

Conduct validity study, review and update norms.


DEPLOY

HOW WE PREDICT

PERFORMANCE

Launch to all users.



HOW WE PREDICT

PERFORMANCE

Review data and apply information.


CO

NF

IGU

RA

BL

ER

EA

DY

-TO

-US

E

INSTITUTIONAL KNOWLEDGE

LIBRARY

HOW WE PREDICT

PERFORMANCE


SOLUTION

LEARN FROM

YOUR BEST

REFINE AND PERFECT

DEPLOY


YOUR NEEDS

ANALYSIS

OUR

RESEARCH

AND KNOW

LEDGE

BASED ON EVERYONE’S BEST

BASED ON YOUR BEST

SKILLS/KNOWLEDGE (PROVE IT!)

ABILITIES (INFINITY SERIES)

CULTURAL (FIT SERIES)

BEHAVIORAL (SELECTORS, KPI)

READY-TO-USEBASED ON EVERYONE’S BEST


CONCERN FOR OTHERS

DEPENDABILITY

INITIATIVESELF CONTROL

EXPERIENCECOGNITIVE ABILITYSITUATIONAL SAVVY

TALENTREADY-TO-USE

AGENT


TALENTREADY-TO-USE

MANAGER

DETAIL ORIENTATION

ENERGYINITIATIVELEADERSHIPPERSISTENCE

BIO-DATANUMERICAL REASONINGSITUATIONAL JUDGMENT


READY-TO-USE

SALES TALENT

DETAIL ORIENTATION

ENERGYINITIATIVELEADERSHIPPERSISTENCE

BIO-DATANUMERICAL REASONINGSITUATIONAL JUDGMENT


READY-TO-USE

SKILLS SKILLS


READY-TO-USE

DEVELOPMENT TALENT


READY-TO-USE

SUCCESS TALENT

CONFIGURABLEBASED ON YOUR BEST


TECHNOLOGY CANDIDATE EXPERIENCE

ANDTHE



ANDTHE


TECHNOLOGY CANDIDATE SIMULATIONS

ANDTHE



ANDTHE


TECHNOLOGY CANDIDATE RESULTS

ANDTHE


Candidate:Candidate email:

John [email protected]

Assessment:Time to Complete:

Date Completed:Administered:

Sales Professional00:39:3606/7/2009Pete Richards

Assessment Results

TECHNOLOGY CANDIDATE RESULTS

ANDTHE

WHY WEPREDICT IT


WHO WEPREDICT FOR

http://www.google.com/imgres?imgurl=www.nrahq.org/women/graphics/cabelas.jpg&imgrefurl=http://www.nrahq.org/women/wotsponsors.asp&h=53&w=170&prev=/images?q=+%22cabelas%22&start=120&svnum=10&hl=en&lr=&ie=UTF-8&sa=N

http://images.google.com/imgres?imgurl=http://eric-tiffany.com/images/target_logo.jpg&imgrefurl=http://eric-tiffany.com/Registered.html&usg=__CqBKP0wluSPtb1_24Nv6iyr_tV0=&h=500&w=408&sz=25&hl=en&start=4&sig2=Z9BQ-qbVDu7s_Veb9u696w&tbnid=LS29keVlixn_wM:&tbnh=130&tbnw=106&ei=d15tSaraNY-omQfA8b2TCw&prev=/images?q=target+logo&gbv=2&hl=en

http://www.google.com/imgres?imgurl=http://www.unb.ca/fredericton/engineering/robotics/_resources/img/sponsor/TheHomeDepot.png&imgrefurl=http://www.unb.ca/fredericton/engineering/robotics/sponsors/index.html&usg=__5PiXn4m7FAR0K8A78Kq2hXvpHNA=&h=300&w=300&sz=13&hl=en&start=1&sig2=pR_9ZLTTDDCBfHMXuszu_Q&zoom=1&um=1&itbs=1&tbnid=5R6GfYyAZlKIsM:&tbnh=116&tbnw=116&prev=/images?q=the+home+depot&um=1&hl=en&sa=N&rlz=1I7GZAZ_en&tbs=isch:1&ei=tjAQTdnBFsGBlAfz6PjACw

http://www.google.com/imgres?imgurl=http://www.cuckooforcoupondeals.com/wp-content/uploads/2010/11/lowes-logo.jpg&imgrefurl=http://www.cuckooforcoupondeals.com/weekly/lowes-weekly/lowes-black-friday-ad-2010/&usg=__NJCoLr8npKrJwAJmCS869D17Uqg=&h=251&w=547&sz=58&hl=en&start=4&sig2=nPOMGZfNgkmuvuwLsP2A3g&zoom=1&um=1&itbs=1&tbnid=7cGBUP00XHLM1M:&tbnh=61&tbnw=133&prev=/images?q=lowes&um=1&hl=en&rlz=1I7GZAZ_en&tbs=isch:1&ei=6TAQTYeuGsKBlAfB-6TcCw

http://images.google.com/imgres?imgurl=http://eric-tiffany.com/images/target_logo.jpg&imgrefurl=http://eric-tiffany.com/Registered.html&usg=__CqBKP0wluSPtb1_24Nv6iyr_tV0=&h=500&w=408&sz=25&hl=en&start=4&sig2=Z9BQ-qbVDu7s_Veb9u696w&tbnid=LS29keVlixn_wM:&tbnh=130&tbnw=106&ei=d15tSaraNY-omQfA8b2TCw&prev=/images?q=target+logo&gbv=2&hl=en

http://www.google.com/imgres?imgurl=www.nrahq.org/women/graphics/cabelas.jpg&imgrefurl=http://www.nrahq.org/women/wotsponsors.asp&h=53&w=170&prev=/images?q=+%22cabelas%22&start=120&svnum=10&hl=en&lr=&ie=UTF-8&sa=N

http://www.newyorklife.com/nyl/v/index.jsp?contentId=12101&vgnextoid=8f50ce94229d2210a2b3019d221024301cacRCRD

http://images.google.com/imgres?imgurl=http://www.ehappylife.com/media/CabelasLogo.png&imgrefurl=http://www.ehappylife.com/custom/retailshoppingstores06.html&usg=__NNxLB2z65fjZ81IvAFEW79b7mNw=&h=61&w=201&sz=9&hl=en&start=9&sig2=oavpBbRRwE1KuOoaKNiigw&tbnid=aIS9hJ0XbT8kKM:&tbnh=32&tbnw=104&ei=y1htSbOBDYKJmQfN4fGOCw&prev=/images?q=cabela's+logo&gbv=2&hl=en&sa=X

http://images.google.com/imgres?imgurl=http://jeffco411.com/Portals/0/offers/Hotels/HiltonLogo.jpg&imgrefurl=http://jeffco411.com/CategoryMenu/Travel/Hotels/tabid/81/Default.aspx&usg=__lnw2br8snYfEnvbBOeOHTA3u9c0=&h=293&w=425&sz=20&hl=en&start=1&sig2=wyMl-_5vHdC_meGpakJ0-A&tbnid=rjpd4WRGd3nh5M:&tbnh=87&tbnw=126&ei=CFptSYj_O9bJmQe7j-2YCw&prev=/images?q=hilton+logo&gbv=2&hl=en

http://www.salmat.com.au/


HIG

H P

ER

FO

RM

ING

CO

MP

AN

IES

ARE MORE LIKELY TO:

50% use assessment data as part of the strategic business planning process

75% use assessment data for workforce planning

42% tie ongoing performance back to pre-hire assessments

85% correlate post-hire assessment results to ongoing performance

Aberdeen Group, Assessment in Talent Management, May 2011

EV

OL

VIN

G N

AT

UR

E

CURRENT & FUTURE PREDICTING PERFORMANCE

OF

OF ASSESSMENTS:

Continued integration of assessments

Increased focus leveraging data to business results

Movement from “test” to “experience”

Quantum leap in assessment delivery

Avatars will live in, navigate digital universe

Rocket-Hire, Market Study 2010


4,000Customers

32 Offices

21 Countries

Employees

2,500

Founded

1987

R&D

$40M

21MAssessments

Growth & Strength

Stable Leadership

Extreme Service

New Ideas

Global Reach

Proven Experience

Institutional Knowledge

CONFIDENTLY BECOMING

LARGEST PROVIDER

Revenue

$281M

TH

E

THE RESULTS OF

PREDICTING IT


EFFICIENCIES OF PREDICTING PERFORMANCE

19%Improvement in

Performance Ratings

Work Harder

Stay Longer

Produce More

Perform Better

56%Reduction in

Turnover

3XHigher Revenue

Production

34%Hit Rate

Improvement


by


21%Improvement in

Performance Ratings

Work Harder


by

Employees who scored in above-average received performance ratings 15% higher than the average group

and 21% higher than the below-average group.


Below Average Average Above Average0

10

20

30

40

50

60

70

80

90

100

7378

92

PERFORMANCE RATINGS


Stay Longer

56%Reduction in

Turnover

Above-average employees that remained employed for at least 180 days were 32% higher than the average employees, and

56% higher than the below-average employees.


by


Below Average Average Above Average0

20

40

60

80

100

120

6273

97

RETENTION RATES AFTER 180 DAYS

ASSESSMENT SCORES


Produce More

3XHigher Revenue

Production

Sales representatives who rated an “A” on the Kenexa interview averaged 3X the annual revenue as those

rated a “C” and 2X more than those rated a “B.”


by


0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

2,700,000

1,200,000

900,000

SALES REPRESENTATIVE AVERAGE ANNUAL SALES

KENEXA CLASSIFICATION


Perform Better


34%Hit Rate

Improvement

Hiring RNs who scored in the above average range, the “hit rate” or proportion of hires that perform at an above average level will increase from 50% to 67%--a 34% improvement.


Below Average Average Above Average3.3

3.4

3.5

3.6

3.7

3.8

3.9

4

4.1

4.2

4.3

3.64

3.9

4.18


PERFORMANCE INDICATORS


TALENT ACQUISITION

Start Date

ONBOARDING

PERFORMANCE MGMT

LEARNINGSUCCESSION EXITJOURNEY

EMPLOYEECOMPENSATION

END-TO-END HR SOLUTION

HOW YOU TREAT THEM IS AS IMPORTANT AS HOW

YOU SELECT THEM

+ IDENTIFY HIGH POTENTIAL CANDIDATES

+ SHRINK TIME TO PRODUCTIVITY

+ MANAGER AND EMPLOYEE TOOL KIT

RETENTION AND ENGAGEMENT




by

APPENDIX



by

Improving Efficiency-

of-Hire

Improving Quality-of-

Hire

Reducing Risk

• Unemployment driving applications

• Unqualified candidates leveraging technology

• Demands are growing• Doing more with less• Finding the best

• More litigious environment• Consistency in process• Confidence in knowledge

BENEFITS OF PREDICTING

PERFORMANCE


CONTENT, TECHNOLOGY AND SERVICES


Defining leadership model

• Leadership audit• Cultural insight• Stakeholder interviews• Competency and behaviour model

T OTA L TA L E N TMANAGEMENT

Building a successful talent pipeline by integration of our technology and leadership capability to recruit, select, reward, recognise, performance manage, develop and succession plan.

Creating a performance culture

• Effective workshops• Inclusion training• Work shadows 360 feedback

Developing leadership behaviours

• Masterclasses• Foundational leadership • Coaching• Psychometrics for

development & benchmarking

Aligning the talent to reachyour business goals

• Talent management• Identifying emerging leaders

and talent pools• Accelerating leaders• Succession planning

Recruiting leadership talent

• Role profiling• Pre-hire leadership assessment

Kenexa Assessment Deck

Career

Transcript of Kenexa Assessment Deck