How to Select and Identify High-Performers

A LEADERS GUIDE How to Select and Identify High Performing Employees

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(1) Learning(2) Reasoning

(3) Communication (4) Problem Solving

(5) Behaviors(6) Occupational Interests

A Clear Target for Success…

...against which people can be graphically and

quantifiably compared, has implications for...

§ Selection§ Development§ Coaching§ Management§ Succession Planning

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TODAY’S PRESENTER

HEINTJIE SANTOS

Assessment Solution Expert | Country Director, Singapore

Connect with me

Heintjie.Santos@profiles.com.sg

The GLOBAL LEADER in Employee Assessment Solutions

Creating Value for Our Clients

We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.

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The GLOBAL LEADER in Employee Assessment &

Talent Management Solutions

Established in 1991

WORLDWIDE PRESENCE

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50,000,000 MILLION USERS

Diverse Base of Marquee Customers

Customer Highlights

§ 11,000+ Active Customers§ Includes Most Fortune 500 Global Companies

Companies Face Two Types of Problems…

People Problems

System Problems

WE FOCUS ON PEOPLE PROBLEMS.

We specialize and are experts in solving people problems in organizations

How to Select and Identify High Performing Employees

THE LEADERS GUIDE

#SIHPwebinar

I have 3 things….

How to identify the characteristics of your top

performersROI on Leadership

Guide to maximize employee productivity

and retain your top performers

How to identify the characteristics of your

top performersROI Case Study

?Have you ever hired someone who looks good on paper….

BUT END UP AS A DISAPPOINTMENT!

Selection Process

Skill Fit

Checking the PAST

(1)Experience,(2)Education(3)Training,(4)Certification(5)etc.

However…

People have a tendency to embellish their qualifications

Shocking HR Statistics: FALSE INFORMATION…

53% of all job applications contain inaccurate information.

49% of managers caught a job applicant fabricating resume.

34% of all application forms contains lies.

*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

Chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first

twelve months.- Peter Drucker

(1) Dishonesty(2) Incompetence(3) Incompatibility

Reasons People Fail3The Top

Selection Process

Checking the PAST

Skill FitExperience, Education, Training,

Certification etc.

Reviewing the PRESENT

Company FitAttitudes, Values ,

Appearance, Demeanor etc.

Interview

She studied in the same University

I went!

Interview

Impressive! she talks and speaks just Like Me.

Interview

My Gut Feel is she will be do great in

this job.

Interview

“63% of all hiring decisions are made during the first 4.3 minutes of an

interview.”- SHRM

Shocking HR Statistics: BAD HIRES…average cost of a bad hiring decision can equal 30% of the first year’s earnings!

costs of replacement….

Shocking HR Statistics:

TURNOVER…

Salaried Employee

Senior Executive

Mid-Level Employee

S$11,000 S$52,000

S$260,000

THINK OF THE COST OF YOUR

LAST HIRE…

Aside from salary and benefits…

there’s the cost of advertising for the job, the investment in

training and…..

the price of getting a new worker up to speed.

Cornerstones of Performance

Predicting Superior Performance

JOB MATCH

Skill FitExperience, Education, Training,

Certification etc.

Company FitAttitudes, Values ,

Demeanor, Appearance,

Demeanor etc.

Checking the PAST Reviewing the PRESENT

DID YOU KNOW?

Interviews have a

14% success rate in

identifying superior people!

– Hunter & Hunter “Validity & Utility of Alternative Predictors of Job Performance”. Psychological Bulletin, Vol. 96, No. 1. p90

Heads or Tails?

Interview Reference checkPersonality TestAbilities TestOccupational InterestJob Matching

75%66%

54%38%

26%14%

% OF HIRING SUCCESS

Source - Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.

KNOW“The TOTAL PERSON”

75%up to

to increase hiring success

This is what YOU SEE

PEOPLE are like …

Real side of PEOPLE

10% Good But Limited Information

Education, Experience and Skills

90 % Essence of the“Total Person”

ü Thinking Stylesü Behaviors

ü Occupational Interestü Job Fit

ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE

“A” Players Hire – “B” Players

“B” Players Hire – “C” Players

“C” Players Hire – “D” Players

until it becomes……

“Z” Company

Clowns Inc.

BOZO EXPLOSION

How do we solve this PROBLEM ?

FRANK SCHMIDT & JOHN HUNTER

“Experts in Productivity and Organizational Psychology”

85 Years of

Research

Reported in…

Not all people in all jobs are created equal –

not all people are equally productive.

Implications?

Unless all your people are superior performers, you are

losing money unnecessarily?

Implications?

Every time you move performance of an employee from

YOU HAVE A DRAMATIC AND MEASURABLE IMPACT

Average Superior

start with your TOP PERFORMERS

1. RESULTS

2. POTENTIALS

3. CHARACTERISTICS

IDENTIFYING THE TOP PERFORMERS

§ Talent Audit / Intelligence§ Job Analysis

1. RESULTS

Build a Performance Model

IDENTIFYING THE TOP PERFORMERS

Carefully identify OBJECTIVE measures

ü Sales Per Month, Quarter or Annumü Average Profit Margin Per Saleü Calls Handled Per Hourü Units Manufactured Per Hourü Supervisors/Managers Rating etc…

1. RESULTS

Every success is different from one

company to the other2.

POTENTIALS

We need to ask 3 Questions?

2. POTENTIALS

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Thinking Style

OccupaGonal Interests

Behavioral Traits

Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning

EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative

Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment

Can they do the Job

How will they do the Job.

Are they motivated to do the job?

ProfileXT® (PXT) Measures "The Total Person”

10987654321

Thinking Style

Behavioral Traits

Can the person deal with the mental

demands of their position

1 2 3 4 5 6 7 8 9 10

ONE GALLON

Learning Index

Learning, reasoning and problem solving approach

10987654321

Thinking Style

Behavioral Traits

Are comfortable with the demands of the environment they

work in

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Thinking Style

Behavioral Traits

Are comfortable with the demands of the environment they

work in

Love their job and are motivated to do it

ü Can deal with the mental demands of their position

ü Are comfortable with the demands of the environment they work in

ü Love their job and are motivated to do it

TOP PERFORMERS fit their jobs and:

“...(it) hinges on fit with the job…”

The JobMatch™ Pattern (Performance Model)

10987654321

Thinking Style

Behavioral Traits

Learning IndexVerbal Skill

Verbal ReasoningNumerical Ability

Numeric Reasoning

EnterprisingFinancial/Admin

People ServiceTechnical

MechanicalCreative

Energy LevelAssertiveness

SociabilityManageability

AttitudeDecisiveness

AccommodatingIndependence

Objective Judgment

3. CHARACTERISTICS

The JobMatch™ Pattern(Performance Model)

Shaded areas indicate the JobMatch patternThe JobMatch patterns show requirements for the job in your company

Dark areas indicate the JobMatch patternYellow boxes show the candidate’s scores

Good Match

Drives a single job-match number

Good Match

QuestionableMatch

Shaded areas indicate the JobMatch patternYellow boxes show the candidate’s scores

QuestionableMatch

Identify % match for every area

Distortion Scale

Detect how candid the respondents answered the assessment

Having done this, we can show you - graphically and

quantifiably - to what degree current employees, or

candidates for employment, match that standard.

A Clear Target for Success…Solution used throughout the employee life-cycle§ Selection § On-Boarding§ Coaching§ Development§ Management§ Succession Planning &

Strategic Workforce Planning

start with your TOP PERFORMERS

1. RESULTS

2. POTENTIALS

3. CHARACTERISTICS

“In these days of talent wars, the best way to keep your stars is to know them better than they know

themselves – and then use that information to customize the careers of their dreams.”

– “Job Sculpting: The Art of Retaining Your best People”Harvard Business Review

Maximizing Productivity

How to identify the characteristics of your

top performersROI Case Study

ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THE RETURN ON INVESTMENT (ROI) ON YOUR HR ACTIVITIES

CASE STUDIES(Real-Life Client Result)

CASE STUDIES

Chemical Industry

Insurance Industry

Medical DeviceManufacturing

Industry

It’s a shift from ‘low performer thinking’ to ‘maybe they are not in the right job, and we

should find them a better fit.’

It is a mentality shift, and (by applying data from the PXT®), I can figure out that if poor job fit is the case, I can help them go into a

different job and do better.

Challenge

Before implementing the ProfileXT® the average sales per sales rep was $169,409.

Results:After one year of implementation with the ProfileXT®, annual sales increased to an average of $233,952 per sales rep.

The ProfileXT® assessment increased the Bard Medical’s Critical Care sales by $64,543 per sales rep, a 28% annual increase.

GLOBAL INSURANCE COMPANY

Challenge

§ Identify top performers§ Improve selection process§ Sustain a turnover rate below industry

average

Results:

Reduced voluntary turnover rate to just 6% , well below the 10% industry average. Furthermore, professional-level employees,representing a substantial portion of the company’s talent and

investment, show a turnover rate of only 1.6%.

"We now make more informed hiring decisions. Selecting people who will stay with us longer. But it doesn't end there, Profiles products have become an important part of our culture. We use the terminology and

the concept in our performance review, our recruiting decisions and everyday discussion.

if we took the product away from our managers, we would be dealing with some disappointed internal guest."

Corporate HR ManagerHospitality and Resort Industry

A LEADERS GUIDE How to Select and Identify High Performing Employees

#SIHPwebinar

HEINTJIE SANTOS

Assessment Solution Expert | Country Director, Singapore

THANK YOU > >

Connect with me

Heintjie.Santos@profiles.com.sg

Hi! i’m back!

LIANNModerator

It’s as easy as, 1, 2, 3!

Select a Critical Job! Assess Job Incumbents! Complementary Job Study!

Critical Job Study!

Identifies what is really required for success in any

given job – in terms of: (1) Learning(2) Reasoning

(3) Communication (4) Problem Solving

(5) Behaviors(6) Occupational Interests

A Clear Target for Success…

...against which people can be graphically and

quantifiably compared, has implications for...

§ Selection§ Development§ Coaching§ Management§ Succession Planning

Would you like to receive a complementary critical job study?

Have an immediate need ? Call us at +65 65717031URL: www.profiles.com.sg

A. Yes

QUESTIONS?

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How to Select and Identify High-Performers

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