The Art and Science of Hiring and Keeping the Right …...The Art and Science of Hiring and Keeping...

The Art and Science of Hiring and Keeping the Right Person

Agenda

- The importance of Talent Management Today

- Making your hiring simple, human, and smart

- PXT Select™: The Assessment and Suite of Reports

- Other factors to consider

"PXT Select" is a trademark of John Wiley & Sons, Inc. All rights reserved. 2

National Center for the Middle Market How to Sustain Success:

#1 Challenge is Talent Management – Can I get and keep the talent that I need?

Be more proactive in hiring

Develop People


Secret Recipe to Maintain Growth

1. Invest in Talent: Train to/and Retain

2. Move into new territories

3. Getting innovation to market

4. Minding the store: Continuous improvement in efficiency & productivity


Questions we hope to address

How do we know if we have the right person for the right job?

How do we reduce the risk of choosing the wrong person?

How do we help our managers make the right choice?

How do we make the hiring and onboarding process easier, more full proof, more efficient and less risky?


Here’s what

you see - and hire …

Here’s what

you get!

BuildTrust

SolveProblems

FacilitateChange

SatisfyNeeds

Behavior

ThinkingFeeling

ValuesBeliefs

Needs

People Skills

© Copyright Intégro Leadership Institute

Hiring Facts

• Most job interviewers make up their mind to hire or not within the first five minutes using the “gut” process

• Interviewees are trained to interview

• Turnover cost is anywhere from 1/3 of an employee’s annual salary up to 5x the annual salary

Have you ever hired someone who did not live up to your expectations?

Have you ever hired someone who greatly exceeded your

expectations?

What did you do differently?

Great organizations know that success begins with

hiring the right people.


Attributes of High Performers


Only 5% feel they have “Best in Class” Processes in place


“Too many organizations makes crucial hiring decisions based on impressions (background, resume, interview)

rather than data.”

One in Five new hires are “bad” or have “regretted decisions” according

to hiring managers on their team


Costs of a Poor Hiring Decision


Low productivity and performance

Poor reputation as staff turnover increases

Negative impact on client relations

Cost to recruit and train another worker

Costly management cycles to redirect employee

Frustration and low team morale

The Cost of a Bad Hire

• Well-known recruiter Jörgen Sundberg puts onboarding costs at $24k

• U.S. Dept. of Labor – 30% of the employees first year earnings

• For small companies, an investment in the wrong person is a threat to the business.


What’s the cost of mediocre hire?


Adding data to traditional hiring tactics can sound overwhelming….

But it doesn’t have to be.


What is Selection?


• Using the appropriate resources and tools to inform the decision-making process of selecting the best candidate for a job

The Selection Processwith PXT Select™

• Equally weighted• Experience

• Assessment data

• Interview


When are people most successful?

Job-Fit Effect on Turnover

Harvard Business Review study of hiring practices included

360,000 people hired for sales positions

• Men and women performed at same level

• Age had no bearing on ability

• Ethnic background was not a factor

• Experience does not guarantee success

• College degrees are not the key

• “Job-fit” had the only real effect on turnover

“Success hinges on a fit with the job!”

Job-Fit Effect on Turnover

6 Months After Hire:

“…persons who had been matched outperformed, to a statistically

significant degree, those who had not been matched…”

14 Months After Hire:

“Moreover, the differences widened after 14 months” Source: Herbert M. Greenberg and Jeanne Greenberg,

“Job Matching forBetter Sales Performance,” Harvard Business Review, Vol. 58, No. 5.

They also stay longer

High Turnover Industry W/OJob

Match

WithJob

Match

% Left / Fired After 6 Months% Left / Fired After 14 Months

46%57%

24%28%

Low Turnover Industry

% Left / Fired After 6 Months% Left / Fired After 14 Months

25%34%

5%8%

Why Track Short-Term Turnover

It takes an average of 6.2 months for a professional to become profitable for a company. This is one reason that short-term turnover is

so extremely expensive, even if it is never calculated.

[For hourly workers, the critical points are 45 and 90 days. ]

Productivity / Proficiency

Time-to-Productivity can be shortened by 5 X with Benchmarking.

Benchmarking your Learning Organization: How and Why? Bersin

A good Job Fit Assessment shows you what is beneath the surface of the potential candidate in:

• Thinking Style (CAN they do the job)

• Behaviors (HOW will they do the job)

• Interests (Will they LOVE the job)

Why Use Assessments?

The U.S. Department of Labor has concluded that the three most significant categories of Job Fit are Thinking Style, Behaviors, and Interests.

PXT Select™ makes the very human decisions about hiring simpler and

smarter.


Performance Model Library

• Template of jobs based on traits of people who have been successful in those roles

• Based on performance data from thousands of individuals, case studies, Dept. of Labor database

• Validated for selection

• Choose the job that best aligns with your position


Methods for Creating a Performance Model

• Library Performance Model (use as-is or combine with another method)

o Quick-start option, based on people known to be successful in the position

• Job Analysis Survey (only used with another method)

o Quick customization option, where you respond to a survey about what’s

required for the position

• Existing Performance Model (can be combined with another method)

o More involved option, where you use an existing model to help build a new

one

• Concurrent Study (can be combined with another method)

o Most involved option, where you create a model based on the assessment

results of employees in your organization

©2017 John Wiley & Sons, Inc. | All rights reserved.


What’s required for the position (Performance

Model)

Measure of candidates’

thinking style, behavioral traits,

and interests

FIT

PXT Select™ Assessment

• Assessment (candidate’s results)• Cognitive: Verbal and Numerical skill and reasoning

• Behavioral: 9 Scales

• Interests: 6 Interests


Cognitive Data

• Thinking Style• Verbal Skill

• Measures vocabulary• Verbal Reasoning

• Measures the ability to use words in reasoning and problem solving• Numerical Ability

• Measures numerical calculation abilities• Numerical Reasoning

• Measures the ability to use numbers as a basis in reasoning and problem solving


What work environment is most comfortable for them? Do they fit the culture of the

organization?

HOW will they do the job?

Behavioral Traits

MechanicalWorking with your hands and things, practical, mechanically inclined, physical, tool-oriented

TechnicalWorking with theory and information, analytical, intellectual, scientific

CreativeNon-conforming, original, independent, chaotic, creative

People ServiceCooperative environments, supporting, helping, healing/nurturing

EnterprisingCompetitive environments, leading, persuading, selling, dominating, promoting, status

Financial/AdministrativePrecise, perfect attention to detail, orderly, organizing, status

Interests Will they Like the job enough to stay?

What makes PXT Select unique?

• Improved accuracy – CAT

• Reduced assessment time

• New Performance Model Library• Easy to use

• Valid models

• One assessment generates 9 reports


Advantages of Adaptive Testing

• Shorter assessment

• Better user experience for the candidate

• More accurate, precise measure


Computer Adaptive Testing

•Cognitive

•Behavioral

•Interests


"PXT Select“ is a trademark of John Wiley & Sons, Inc. All rights reserved.

• Very Easy

• Very Easy

• Easy

• Easy

• Easy

• Moderate

• Moderate

• Moderate

• Difficult

• Difficult

• Difficult

• Very Difficult

• Very Difficult

Adaptive Testing

Comprehensive Selection Report

Multiple Candidates Report

Multiple Positions Report

Manager-Employee Report

Coaching Report

Team Report

Individual’s Feedback Report

Individual’s Graph

Performance Model Report

One Assessment → Suite of Reports

Selection

Participant

Onboarding/

Development


Comprehensive Selection Report

Good Fit, Mediocre Fit, Not a Good Fit

©2017 John Wiley & Sons, Inc. | All rights reserved.

The general rule is:80% and up=Good Fit60-79%=Mediocre Fit0-59%=Not a Good Fit

• Sets the context

• Distortion, with guidance


Comprehensive SelectionReport

• Candidate’s results = initials

• Performance Model = shading


Results Summary

• Verbal and Numerical Skill and Reasoning

• Roll up into Composite Score


Thinking Style (Cognitive)

• Influencing behaviors

• Neutral names

• No numbers (1-10)


Behavioral Traits

• Standard occupationalInterests

• All 6 shown, in rankorder with ties

• 3 PerformanceModels interestsin order


Interests


Performance Model & the Candidate

Interview Questions

• Top challenges and strengths, plus other scales

• Personalized• Candidate’s scores

• Performance Model


One Assessment → Suite of Reports



Multiple People, One Position


• All candidates with overall fit




One Person, Multiple Positions


• All positions, with the candidate’s overall fit




One Position


• Focuses on the position only – no candidate data

• Built-in guidance with “Ideal Candidate” description




One Person



• Built-in guidance

• Written to the candidate

• Narrative feedback only (no scores)



One Person



• Scores, without interpretation

• Focused on the individual only – no Performance Model


Coaching ReportOne Person, One Position


Coaching Report

• Personalized, narrative feedback written to the manager

• Scores on all scales, against a Performance Model


Detailed Look


Manager-Employee ReportOne Employee, One Manager


Manager-Employee Report

• Written to the manager

• Best practices for Working Together

• Tendencies

• “Consider This”

• Summary and Reflection


Team ReportMultiple People


Team Report

• Behavioral scales only

• Written to EACH team member

• Results Summary shows team distribution with numbers

• Max: 25 team members


Top HR Trends for Hiring in 20181. Practicing inclusion and diversity takes an entire overhaul of a company's culture and ongoing maintenance. "It's actually easy to check boxes and get to a point where you'll look politically correct as it relates to the diversity of your employees. It's super hard to get to a point where people feel like they truly belong."


The Values that Build TrustTM

© Copyright Intégro Leadership Institute

Receptivity

Disclosure

Straight-forwardness

Honesty

Respect Recognition

TrustReliabilityI’ll do what I say

I’ll do

OpennessI give and ask for feedback freely

CongruenceWhat I say is what I mean

AcceptanceWho you are is okay with me

SeeksExcellence

KeepsCommitments

Top HR Trends for Hiring in 2018

2. HR needs to take a hard look at the organizational culture to make sure that differing opinions are respected and people are encouraged to be themselves.


https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/build-inclusive-culture-recruiting-diversity.aspx

3. Forward-looking companies are exploring skills assessments, job tryouts and hiring for potential instead of experience. LinkedIn found that a majority of employers are interested in using:

• Online soft skills assessments

• Job auditions, where candidates are paid to do real work while supervisors observe them.

• Informal team interviews with potential co-workers, where both sides have a chance to talk about the role and gauge whether there is a fit.

• Alan Stukalsky, chief digital officer for Randstad North America, the U.S. division of the global staffing and HR services provider. "Employers will increasingly focus on training new hires, especially when they find the culture fit they are looking for or superb soft skills."

• That's exactly what Maren Hogan, CEO of Red Branch Media, an Omaha, Neb.-based B2B marketing firm for HR technology, does. "When I hire people, I'm not hiring a job description," she said. "When I'm looking to add another employee to my team, I'm looking at their attitude, how they approach communication with me, what it is that moves them and how they work best. Do they value learning and skill development?"


Top HR Trends for Hiring in 2018

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/predictive-assessments-insight-candidates-potential.aspx

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/talent-auditions-interviewing-practices.aspx

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/ditch-resumes-hire-for-learning-ability.aspx

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/team-interviewing-best-practices.aspx

Roadmap to the Best Talent Management Strategy

• Assess your culture

• Review your hiring process for bias and objectivity

• Create a career pathway for growth from hiring –onboarding – ongoing development & training –opportunity

• Benchmark your High Performers and Leaders


18 Month ROI Study - Turnover

Case Study II: Financial Industry

18-Month Turnover Reduction 32.3%

Employees

Employees

72.8% turnover40.5% turnover

Making the very human decisions

about hiring simpler and

smarter.


CEO, Dana Riker JacksonRiker Opportunity Institute, Inc.Where Impossible Outcomes “R” Possible™ When You Invest In People!610.566.8272 | www.RikerOpportunityInstitute.comConsultdana@RikerOpportunityInstitute.com

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The Art and Science of Hiring and Keeping the Right …...The Art and Science of Hiring and Keeping...

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