Taking the Guesswork Out of Selection and Performance

Taking the
Guesswork out of
Associate Selection
& Performance
a presentation brought to you by:

Anthony Pantaleone

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
Vice President in early 2010 having knowledge of the product, but no
Enterprise Solutions Sales 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
imagine great people
®
30, 2011

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

Who We Are

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


Creating Value for 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.


Diverse Base of Marquee Clients

Financial Services Retail & Consumer Travel & Hospitality Education & Government

Technology Healthcare Energy & Utilities Business Services

Client Highlights
• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries

Approach – “Gap” Analysis

JOB FIT


Alignment is the Key to Success


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


Customer Service Profile Customer Service

The Performance Customer Service
Model:
• Defines talent
requirements
• Indicates ideal
fit with the job
• Encompasses...
– Organizational Culture
– Management Style
– Shared traits of “A”
Players


Customer Service Profile Customer Service

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


Candidate Matching Customer Service

Customer Service

Bill Sample 85%
John Sample 78%
Jane Sample 68%
Sally Sample 65%


Workforce Planning

Customer Service – High 85%
Customer Service – Medium 78%
Customer Service – Low 68%


Interview Guide
Customer Service


...to achieve Best-
in-Class
performance,
companies must
integrate data
between hiring
and other talent
processes.
“The Talent Acquisition Lifecycle – From Sourcing to Onboarding”
(Aberdeen Group - September 2011)


THE OVERLOOKED ROLE OF
THE LEADER IN ENGAGEMENT
“… a great workplace is measured by the quality of three,
interconnected relationships:

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

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…

Coaching
Development Planning Simple As:
1. Focus Areas - FLEXIBILITY

2. Discuss Challenges & Job Tips
(K-S-S)


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.”


Customer Service Perspective

No


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
• Higher Retention
• Reduced Costs
Better
Selection of • Consistent Customer
Associates Experience -
Maintain/Increase
Market Share

• Improve Employee
Engagement – Best Place
Improve To Work Status
Productivity
• Talent Sustainability
of
Associates • 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.
https://www.profilesac.com/Main.aspx?S36A8N7TD2

Step 2: Information (reports) emailed to key
contacts

Step 3: Candidate data maintained in database for
future analysis


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 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

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

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Know your people..Grow your business

Taking the Guesswork Out of Selection and Performance

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Taking the Guesswork Out of Selection and Performance