Tackling the Global Talent Shortage

with Behavioral Assessment Data

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The Looming Talent Shortage

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1/3 of companies are struggling to attract the talent they need to drive long term results.

35% of employers worldwide are struggling with staffing shortages…

Average job tenure for workers 25-35 years old is just 3 years

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Today’s talent pool isn’t limited by geography.

Global companies need leaders who can develop, manage and motivate

the diverse personalities that make up a virtual working team.

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Human Capital Strategy

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Recruit

RetainDevelop

Success

Get Along

Get Ahead

Create Meaning

Success

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The Changing Role of HR

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Policy and Cost Center

Business Partner

Human Capital Strategist

Seat at the Table

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Pair Share

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What is your biggest people challenge in today’s Talent Shortage?

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Road Map

• Why Assessments: Relevance and History

• Our Data and Predictability

• The HCS Process

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You can be

anything

you want to

be!

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Great interview, less than stellar performance

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Solid Training, Poor Results

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Adult Learning TheoryAccelerated LearningProcess BreakdownExperiential, Hands-OnEvaluations of Learning

No impact, Same results

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WHAT DRIVES EXCEPTIONAL PERFORMANCE?

Behavior

Skills

Knowledge

Can Do

Will Do

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A Deeper Dive

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How Assessments Grew Up

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Conditioning vs. Natural Drives

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Measuring ‘Traits’

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Types of AssessmentsTe

amb

uild

ing • Forced Choice

• Categories

• Styles

• ReliableH

um

an C

apit

al • Open Choice

• Depth

• EEOC Compliant

• Reliable

• Valid

Ind

ust

rial

Psy

cho

logy • Scientist/

Practitioner Model

• Consultancy

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EEOC Discrimination Statistics

Type of Discrimination Cases Received Cases Resolved Total Monetary

Settlement (in M’s)

Gender 23,000 5,700 $99

Race 27,000 5,000 $61

Age 16,500 2,800 $51

Disability 15,500 3,000 $49

National Origin 8,500 1,800 $21

Religion 2,500 500 $6

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Discrimination Charges

Disparate Treatment

Adverse Impact

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Shelter from the Storm

100,000.5%

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Measuring for Outcomes

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Predicting Performance

• Arthur Daniels, 1952

• Study of failed bombing missions

• Individual behaviors impacted entire team

• Perfected in 1955

• Applications to workforce

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Impact Areas

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Bottom Line Results

CostsAccidentsMistakesTurnoverLiability

VacanciesConflict

ProfitsRevenue

Client OutcomesClient Satisfaction

Employee SatisfactionTeamwork

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What We Measure

LOW Relative to Norm NORM

AVERAGERelative to Norm HIGH

LOW Relative to Norm NORM

AVERAGE

Relative to Norm HIGH

LOW Relative to Norm NORM

AVERAGE

Relative to Norm HIGH

LOW Relative to Norm NORM

AVERAGE

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 - Drive to exert

one’s influence on

people and events

Factor B- Drive for social

interaction with other

people

Factor C –The intensity of

a person’s tension and

pace

Factor D – Drive to

conform to formal rules

and structure

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A

B

C

D

Factor LOW HIGH

Reserved

Thoughtful

Sense of Urgency

Uninhibited

Informal

Self-Confident

Independent

Empathetic

Understanding People

Patient

Consistent

Conscientious

By The Book

Unselfish

Accommodating

Summary of Behaviors

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Intensity Matters

DR

IVE

EXTREMELYLOW

VERYLOW

MODERATELYLOW

MODERATELYHIGH

VERYHIGH

EXTREMELYHIGH

34% 2%14%34%14%2%

Most Predictable

Most Observable

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What You Learn

Self:

what comes

naturally

Self Concept:

how you are

trying to adapt to

the environment

Synthesis:

how you behave

in your current

job/interview

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CEO Study

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CEO Comparison

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More people-focusedMore patientLess rules-orientedMore responsiveLess formal

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Who Fits

PRO

Identifies the preferred behavioral characteristics

for every position

Predictive Index

Identifies the behavioral characteristics of

employees and candidates

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Motivating Needs: Pair Share

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A

B

C

D

Factor LOW HIGH

• Opportunity for introspection

• Recognition for technical/intellectual

accomplishments

• Freedom from office politics

• Variety

• Change of pace

• Mobility

• Freedom from rigid structure

• Freedom of expression

• Opportunity to delegate details

• Independence

• Recognition for own ideas

• Control of own activities/work

• Social interaction

• Social acceptance/recognition

• Symbols of prestige, status

• Long-term affiliation

• Stable work environment

• Familiar surroundings/people/work

• Certainty – understanding the rules exactly

• Specific knowledge of job

• Freedom from risk of error

• Encouragement, reassurance

• Harmony (rather than friction)

• Understanding supervision

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Competencies for Managers

• Drives Performance through

Analytics

• Aligns Talent for Optimal Success

• Develops High Performance,

Executing Teams

• Manages to Motivating Needs

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Succession Planning

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How can Behavioral Assessments help?

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• Numbers

• Projections

• Costs

Company A-Resourced

Focused

• Individual development

• Team dynamics

Company B-Talent

Focused

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Discuss

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Which company do think will motivate employees and drive productivity and profitability?

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The Result….

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Company B

Employee Engagement Job

Satisfaction

Retention

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Strategic Workforce Planning

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Step 1: Create Strategic Alignment

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- Mission/Vision/Values- Identify your company’s goals and objectives- Collect departmental goals/plans- Current market data for talent- Educate internally: Human Capital Strategy

Align Evaluate Forecast Analyze Plan Execute

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Step 2: Evaluate the Current Organization

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- Org Chart/Job Descriptions- Evaluate skills and competencies for job roles- Layer in behavioral drives and motivating needs- Collect demographics- Review recruitment and retention approach

Align Evaluate Forecast Analyze Plan Execute

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Step 3: Forecast Future Workforce Needs

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- Document organizational structure, key requirements and visions of future workforce

- Identify critical success factors of each role- Identify opportunities to increase operational

efficiencies in talent management process

Align Evaluate Forecast Analyze Plan Execute

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Step 4: Analyze Gaps/Conclusions

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- Identify current strengths and alignment- Prioritize which gaps need to be addressed- Communicate the status and risks for gaps

Align Evaluate Forecast Analyze Plan Execute

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Step 5: Develop an Action Plan

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- Identify specific initiatives, practices and techniques

- Define success metrics to provide progress reports to partners

Align Evaluate Forecast Analyze Plan Execute

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Step 6: Execute, Monitor and Adapt

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- Evaluate progress - Conduct quantitative and qualitative reviews- Re-align your plan and strategy as necessary

Align Evaluate Forecast Analyze Plan Execute

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Best Places to Work

2 SAS3 The Boston Consulting Group, Inc.7 salesforce.com21 Kimpton Hotels22 W.L. Gore&Associates32 Qualcomm35 OhioHealth53 Mayo Clinic57 Marriott International59 PCL Construction Enterprises60 Bingham McCutchen LLP61 Deloitte64 General Mills68 Roche Diagnostics72 Novo Nordisk77 Bright Horizons78 Ernst & Young88 Teach for America90 Accenture91 Four Seasons

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Case Study: Plunkett Cooney Law

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Plunkett Cooney publicly recognized for their people

practices through local awards.

• Significant improvements in decision-making, efficiency,

and training.

• Better understanding of how the organization is

impacted by employees’ innate behaviors during a time

of change.

• Conflicts frequently managed using PI profiles,

encouraging employees to “manage to the needs of the other PI.”

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Case Study: Emergent Ventures India

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Strong job fit ensured throughout the

organization

• Fewer personality conflicts

• Increased sense of confidence and fit

within the organization

Able to hire Millennials without experience based on job fit

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Case Study: Centier Bank

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Centier Bank boasts a turnover rate of 7%, which is

significantly lower than the regional and state

levels.

• The number of associates with 10+ years of service

has increased 29% over the last three years. during a

time of change.

• Overall customer service levels are above 96%, and

teller and call center service levels are approximately 97% and 96%,

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Case Study: Visiting Nurses Association

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Clinical turnover rates are now substantially below national averages.

• A record low turnover rate of 5.3% was achieved in Q3 2011 while the

national average for the same period was 19.5% (Hospital and Healthcare

Compensation Service 2010-2011).

• Vacancy rates fell from an annual high of 11% to 6%.

• The VNA is realizing cost savings related to reduced recruitment, training

and retention incentives. Staff education costs alone have dropped by 30%

per new hire.

• 100% of positions are filled for the first time in the organization’s history and

its talent pool is overflowing.

• In a highly competitive nursing market, VNA is considered an employer of

choice by candidates due to its dynamic hiring process and culture.

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Case Study: Franchise

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• The average sales close rate for one

franchisee jumped from 12-13% to 27%.

• Another franchisee eliminated the need to

review about 50-60% of resumes received.

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Conclusion

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Strategic workforce planning is an important strategy to:• Recruit • Develop • Retain

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Thank you!

Cindy Moran

Predictive Results

813-263-3132

cmoran@predictiveresults.com

www.predictiveresults.com

www.piworldwide.com

Follow us on Twitter @ PIWW