DW_Benchmark_process - 2016

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Time to Hire Again…Do You Feel Like You

Could Use A Crystal Ball?

Nancy Roberts, Certified Behavioral Analyst

Many managers admit to relying on “best guesses” when it comes to hiring even when they have found the results to be unreliable – time and time again.

Yet in the absence of a more objective analysis, you are sometimes left to rely on your gut instinct.

This results in hiring decisions that feel like a roll of the dice.

Sometimes you get lucky – sometimes you don’t.

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What’s worse…

When you don’t make a good hiring decision, one of two things happens:

1) Turnover – your candidate struggles through training, never gets up to speed, zaps your managers’ time, and leaves the position voluntarily or involuntarily.

2) Stayover – your candidate struggles in the beginning but may become just proficient enough to stay in the job. Mediocre performance at best.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwi4gMXmlY7LAhUGFz4KHSwuAucQjRwIBw&url=http://www6.dozdrapebd.tk/wall/turn-over-icon/&bvm=bv.114733917,d.cWw&psig=AFQjCNEeS8N44l_W4mkviGRSpyYYnZjKsg&ust=1456326582354372


Understanding the implications of turnover…

Select position to review. _____________________________Number of employees currently in the position. ___________Number of employees that left the position in the last 12 months. ____________ voluntary____ involuntaryBase salary, commission, bonus, and benefits $____________

Turnover percentage ________%(calculate number of employees who left position divided by number of total employees in the position 17/80=.21)

Cost per employee $____________(calculate the salary for the position multiplied by 38%*, $38,000 x .38= $14,440)

Annual cost $_________________(calculate cost per employee multiplied by number of employees who left $14,440 x 17 = $245,480)

Client Services

80 17611 38,000

21

14,440

245,480*Department of Labor estimates the average cost of turnover across all positions to be 38%. Most sources agree that the cost varies by the role with higher level and specialized positions costing upwards of 300-400% of their annual salary to replace them.


Understanding the implications of stayover…

To understand what it’s like to be in the wrong position, do this exercise.

1)Get a piece of paper and a pen.2)With your non-dominant hand, print

or sign your full name.3)How did that feel?

If you haven’t gotten a pen and paper yet and completed this exercise, that’s okay! We’ll wait...

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The results of writing with the non-dominant hand?

AwkwardUncomfortableLess than stellar

Over time, you might become better at writing with your non-dominant hand if you had to.

But it will never feel as natural or as comfortable as writing with your dominant hand.

And the results you produce will never be as good.


The Traditional Hiring Model

BEHAVIORVALUES

EDUCATION

EXPERIENCE

SKILLS

While traditional hiring practices focus on a candidate’s SKILLS,

EXPERIENCE, and EDUCATION…

…it is more often a person’s BEHAVIORS, VALUES and

ATTITUDES that determine success

in the job.

The Problem

“We hire for hard skills

and fire for soft skills.”

~ HR Manager


DISC Wizard Hiring Model™

VALUES

EDUCATIONEXPERIENCE

SKILLS

BEHAVIOR

Values are the foundation of performance. What a person

values and is passionate about will motivate them.

Behaviors are the way someone takes action, communicates, does

the job. The right behavior is essential to job performance.

Experience and education are important (and to some jobs essential) but do not

guarantee success in a position.

Skills are the least likely to guarantee performance. They are important but they are also easily

taught if the motivation and behavior is already in place.

“I can train a person in the

skills to do the job … I can’t

make them want to do the

job.” ~ Hiring Manager

Flips the traditional hiring process upside down

The Solution


It’s as simple as A-B-C. Or actually B-A-C.

B – Benchmark the position. A – Assess candidates.C – Compare candidates to position requirements.

How does the DISC Wizard Hiring Process™ work?

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What Does A Job Benchmark Measure?

1) Key Accountabilities for the job

2) Soft Skills required for superior performance

3) Behaviors required and intrinsic motivators satisfied by doing the key accountabilities in the job


Why Do Benchmarking?

1) Provides a complete system for hiring

2) A complete job-related development plan

3) A system for performance reviews based on specific and measureable accountabilities.


How Do You Benchmark?

1) Identify the job2) Identify the Subject Matter

Experts3) Create the Key Accountabilities4) Complete “Job” Assessment5) Compare Top & Bottom

Performers to Validate

http://www.bowltech.dk/ballreviews/wp-content/uploads/2011/11/C300_Benchmark_ball1.png


Using DISC As An Example


Position-to-Person Comparison Report™ Sample

CharismaticInspiringOptimisticCharming EnthusiasticEffervescentPersuasiveAnimated ConvincingOutgoingDemonstrativeTrustingPoisedWarmFriendlyCompassionateSociablePersonable

FactualObjectiveCoolRationalLogicalDiscreetUndemonstrativeReflectiveAnalyticalCriticalCalculatingSkepticalDetachedIntrospectiveWithholdingContemplativeSuspicious Reclusive

Non-expressivePassiveStaticSystematicMethodicalDeliberateHabitualUnhurriedPredictableConsistentPatientTerritorialSteady StableUnruffledSereneComposedRelaxed

Flexible Mobile Active Involved VersatileMulti-taskingEager QuickEnergeticImpatientDynamicHurriedIntense Change AgentImpulsiveExcitedFreneticHyper-tense

WorrisomeMeticulousStrictPerfectionistCriticalCautiousSystematicAccurateCarefulDiplomaticCompliantAnalyticalOrderlyNeatAttentiveConservativeTactfulBalanced Judgment

FirmDeterminedOriginalSelf-reliantConfidentIndependentUnconventional ResourcefulAutonomousForward Individualistic Free-spiritedBoldRadicalFearlessUninhibitedRevolutionary Reckless

Dominance Influence Steadiness

ComplianceDrivingDemanding CommandingUnconquerable AggressivePioneeringForcefulCompetitiveGoal-orientedDecisiveAssertiveEnterprisingStrong-willedDeterminedDirectAmbitiousPurposefulResponsible

ModerateModest CooperativeMildCalmAccommodatingConservativeCautiousLow-keyedAgreeableCooperativeUndemandingPeacefulUnassumingHumbleUnobtrusiveDocileMeek

This is a sample of behavioral requirements for a sales position.

The green zone indicates where someone’s behavior is ideal for the job.

The yellow zone means someone could most likely adapt their behavior to the job.

The red zone means someone will most likely have difficulty with that behavior in the job.





Non-expressivePassiveStaticSystematicMethodicalDeliberateHabitualUnhurriedPredictableConsistentPatientTerritorialSteady StableUnruffledSereneComposedRelaxed

Flexible Mobile Active Involved VersatileMulti-taskingEager QuickEnergeticImpatientDynamicHurriedIntense Change AgentImpulsiveExcitedFreneticHyper-tense

WorrisomeMeticulousStrictPerfectionistCriticalCautiousSystematicAccurateCarefulDiplomaticCompliantAnalyticalOrderlyNeatAttentiveConservativeTactfulBalanced Judgment

FirmDeterminedOriginalSelf-reliantConfidentIndependentUnconventional ResourcefulAutonomousForward Individualistic Free-spiritedBoldRadicalFearlessUninhibitedRevolutionary Reckless

Dominance Influence Steadiness

ComplianceDrivingDemanding CommandingUnconquerable AggressivePioneeringForcefulCompetitiveGoal-orientedDecisiveAssertiveEnterprisingStrong-willedDeterminedDirectAmbitiousPurposefulResponsible

ModerateModest CooperativeMildCalmAccommodatingConservativeCautiousLow-keyedAgreeableCooperativeUndemandingPeacefulUnassumingHumbleUnobtrusiveDocileMeek

This particular candidate is close or an exact match to the job in Dominance, Steadiness and Compliance.

They are Rational, Logical and Discreet in their dealings with people.

The one area of concern would be their Influence behavior.The job is asking them to be Persuasive, Animated, Convincing, Outgoing and Demonstrative in how they deal with people.

Now what?




Influence To address the gap between the job and the candidate, we create specific, targeted behavioral based questions.

1. Please tell me about a time when you had to motivate a co-worker or customer to do something they didn’t want to do and how you handled the situation.

2. Describe a time when you had given a customer all the information they needed and they still weren’t ready to buy. How did you handle it? What was the outcome?

Since the best predictor of future behavior is past behavior - you are asking questions that will help you determine if this candidate has been able to be more persuasive and convincing in the past.





Influence To address the gap between the job and the employee, we create development activities to complete:

“This job requires a strong ‘people-orientation’ and will comfortably deal with multiple interruptions on a continual basis, always maintaining a friendly interface with others.”

Based on your rating, check which best indicates the amount of effort you will have to put for to master the “Influence” behavior required by the job.

Significant Moderate

Position-to-Person Development Plan™ Sample

Development Activities

Start Date End Date


1) Go to www.discwizardonline.com to sign up and receive “The Little Red Book of Hiring & Firing”

2) Contact The DISC Wizard by phone: 888-DISCWIZ (347-2949) or email: [email protected] directly to complete your ownTriMetrix HD Talent Report.Thank you!

Interested in learning more?

http://www.discwizardonline.com/

mailto:[email protected]

DW_Benchmark_process - 2016

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