Taking the Guesswork Out of Selection and Performance

Taking the Guesswork out of

Associate Selection & Performance

a presentation brought to you by:

Anthony Pantaleone

www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.

Anthony Pantaleone

“Our partnership with Profiles International goes back many years and Anthony has been a great resource for our company in our continuous quest for identifying, recruiting and retaining high level talent for our organization. Anthony's commitment to understanding our vision and helping us coach and improve talent has been beneficial not only to our company but our people as well.” Sean Robertson, Director of Sales, November 2, 2011 “I engaged with Anthony Pantaleone of Profiles International in early 2010 having knowledge of the product, but no contact with Anthony prior to a phone call. From the start of the business relationship, I found Anthony to be a reliable business partner, providing knowledgeable support to my department staff and engaging my internal customers as we embarked on a new process. I couldn't be more pleased working with Anthony and consider him to be key partner in our success.” Valarie McNeese, Director of HR, September 30, 2011

Vice President Enterprise Solutions Sales

imagine great people ®


• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of

Test Publishers • Microsoft Certified Partner

Who We Are

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.

Creating Value for Clients



• 11,000 + active clients

• Client base includes 152 Fortune 2000 companies

• Represented in nearly 130 countries

Client Highlights

Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

Education & Government

Business Services

Retail & Consumer Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

Education & Government

Business Services

Retail & Consumer

Diverse Base of Marquee Clients


Approach – “Gap” Analysis

JOB FIT


Alignment is the Key to Success


You must get the right people in the right seats on the bus


The Performance Model:

• Defines talent requirements

• Indicates ideal fit with the job • Encompasses...

– Organizational Culture – Management Style – Shared traits of “A”

Players

Customer Service Customer Service Profile

Customer Service


Customer Service Customer Service Profile

Customer Service

Performance Model Development: • Concurrent Validation

Study • Position Analysis


Job Analysis Survey


What We Do – Know Your People

Our assessments provide you with in-depth, objective, comprehensive, and reliable information about your people, far beyond what you could uncover through typical interviews, performance reviews or day-to-day interaction.

This includes: • Customer service inclination • Team players • Effective communication • Empathy


Selection

Customer Service


Customer Service

Bill Sample John Sample Jane Sample Sally Sample

85% 78% 68% 65%

Candidate Matching

Customer Service


Workforce Planning

Customer Service – High Customer Service – Medium Customer Service – Low

85% 78% 68%


Interview Guide Customer Service


“The Talent Acquisition Lifecycle – From Sourcing to Onboarding” (Aberdeen Group - September 2011)

...to achieve Best-in-Class

performance, companies must integrate data between hiring

and other talent processes.


The relationship… • …between employees and management • …between employees and their jobs/company • …between employees and other employees”

THE OVERLOOKED ROLE OF THE LEADER IN ENGAGEMENT

“… a great workplace is measured by the quality of three, interconnected relationships:

Fortune Magazine’s “100 Best places To Work”


Coaching

Customer Service


Self Awareness Model Focus

My AHA… How does this influence perception (boss, peers, direct reports, clients) of me… What will I do in my role…

I will “keep”… I will “stop” (manage)… I will “start” (demonstrate)…

How will we know this is working…


Development Planning Simple As: 1. Focus Areas - FLEXIBILITY

2. Discuss Challenges & Job Tips

(K-S-S)

Coaching


Coaching Focus

My AHA – “I always respond to new ideas with resistance.” How does this influence perception (boss, peers, direct reports, clients) of me… “I am not supporting our culture and being a good role model.” “Our customers are not having the best experience with my department.” What will I do in my role…

I will “keep”… I will “stop” (manage)… “I will stop and think before I react.” I will “start” (demonstrate)… “I will be more open to suggestions as a first response. I will question in private.”

How will we know this is working… “During our weekly meetings I will review the result of my situations. How I reacted. What I reflected on.”



No

Customer Service Perspective


Customer Service Perspective

• I ought to refer certain customer problems to the manager. (Yes) - Could be department specific and you don’t

have the knowledge. The range of problems that develop day-to-day in our business are not always solvable by the person who the customer approaches.


Connecting People to Business Strategies

Better Selection of Associates

• Higher Retention • Reduced Costs • Consistent Customer

Experience - Maintain/Increase Market Share

Improve Productivity

of Associates

• Improve Employee Engagement – Best Place To Work Status

• Talent Sustainability • Leverage Your

Investment in Human Capital


How We Do It – High Touch

• Dedicated account team • Help desk assessment support • Strategic planning • Solution planning • Implementation planning • Additional support and training via workshops


Clients We’ve Served


Clients We’ve Served

• Nearly 10% more “poor matched” employees are being terminated than those who were a “good match.”

• Average tenure of employees who are a “good match” is a running total 16 months and growing, as compared with only 11 months for “poor matched” employees.

• Recruiting expense per hire dropped by almost 80 percent. The cost for a “good matched” employee is about $3,600 versus $5,200 for a “poor matched” employee.

Corporate Human Resources Manager


Process

Step 1: Candidate takes online assessment via link on desktop or instructions (link) via email. Step 2: Information (reports) emailed to key contacts Step 3: Candidate data maintained in database for future analysis

https://www.profilesac.com/Main.aspx?S36A8N7TD2

https://www.profilesac.com/Main.aspx?S36A8N7TD2


Special Offer

Complimentary Trial

• Identify a volunteer to assess (CSP) • Complete the Customer Service Perspective • Personal debrief

Contact Us

Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636

Website: http://www.profiles.com.sg

Know your people..Grow your business

Share , Connect and Follow Us

mailto:[email protected]

mailto:[email protected]

http://www.profiles.com.sg

http://www.profiles.com.sg

Taking the Guesswork Out of Selection and Performance

Education

clients weve served

poor matched employees

customer service perspective

customer service

good match

education

retail

profiles international