30. Selection Process – Step 3 History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, Step One Survey PRESENT PAST Testing & Job Match FUTURE
31. Utilize All Of Your Resources Interview Background Checks & Integrity Testing Personality Testing Ability Testing Interest Testing Job Matching 75% 66% 54% 38% 26% 14% – Psychological Bulletin Vol. 96, No. 1, August 1994 Professor Mike Smith, University of Manchester + + + + +
32. “ It’s not experience that counts - or college degrees or other accepted factors; success hinges on a fit with the job .”
33. 41% - Not formally educated or trained 67% - Unhappy and/or dissatisfied with current position – United States Bureau of Labor Statistics
35. Seeking The Total Person History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, Step One Survey PRESENT PAST Testing & Job Match: The Profile FUTURE
Look at this article published in the Harvard Business Review. “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.” As we look at this quote, you’ll notice the operative words are “know your people better than they know themselves”, which is great information, but does pose an interesting question. How do you do this? There are basically two ways. The first way is the standard in business today. That is, individual observation , which tends to be highly subjective and time consuming. The second way is assessments , which are time-efficient and highly objective. Which one do you prefer? Of course, the answer would be ‘time-efficient and objective’. Let’s review some valuable “objective” information and how it applies to behavioral tendencies in the following job related competencies.
I partner with a company, Profiles International, that has established itself as a world-leader in the assessment industry with over 25,000 client in the U.S. alone in addition to over 50 international offices. We work with businesses of all sizes, from very small organizations to Fortune 500 companies. The information we will be sharing today will contain things with which you are already familiar. This program will then serve as a “refresher” and a base upon which we will build. You will also pick up many new and valuable ideas that you can take with you and apply immediately. Let’s address the first objective, how “to identify the characteristics of top performers”, by asking a question.
“ Have you ever made a conscious decision to hire a non-performer?” Of course, the answer is “no,” so how, then, do so many poor performers get hired? To answer THAT question, let’s begin with an examination of the traditional hiring process as practiced by most employers today. This is a process that has from one to three components:
The first component is Historical Information . It consists of resume, past employment, education, personal references, and – maybe – a background check for verification. I highly recommend background checks before making a formal offer of employment. It helps create a legal safety net that protects you and your company.
At this point in the process, we have COMPONENT ONE (which is the candidate’s HISTORY ) and COMPONENT TWO (which is derived from the INTERVIEW and the Step One Survey ). Unfortunately, most hiring decisions are made at this point. But, in order to successfully compete in today’s competitive environment, additional critical information is needed. That information, simply stated, must tell you whether or not your employees MATCH THE JOBS they are asked to perform.
The biggest cause of bad hiring decisions is when those decisions are made. That’s right – according to a study conducted by the Society of Human Resource Management, as reported in USA TODAY, 63% of all hiring decisions are made in the first 4.3 minutes of an interview. That means that too many people are hired solely on their ability to make a good first impression. Let me suggest that when you are hiring, you are not trying to find a friend – you are selecting an employee. You might want to make a note of that… You are not trying to find a friend – you are selecting an employee. To further illustrate the importance of the selection process, remember what Peter Drucker said, “ ONE OF THE TOP THREE REASONS two-thirds of hiring decisions prove to be mistakes within twelve months is DISHONESTY .”
Did you know that in the United States theft by employees leads to over 36,000 business failures every year? Employees steal, on average, $10 for every $1 taken by shoplifters. Absenteeism costs a 50-employee business $31,000 a year. It’s surprising how often organizations fail to recognize how much simple absenteeism effects them. It is important to know that the people who cause these problems are found in large numbers in your applicant pool. You need information and protection. You will be happy to know that you can obtain extensive information and protection in a safe, easy, and cost-efficient manner through the use of assessments.
Let’s take a close look at one I recommend to my clients that provides a structured interview and information on employment history. It’s called the Step One Survey and requires less than 15 minutes to complete.
JOB MATCH , the THIRD COMPONENT , is the most important, but least understood, element of the hiring process, and can only be achieved by assessing both the job and the individual . Remember, the only way we can make our best hiring decisions is to consistently use ALL THREE COMPONENTS . (Review the three circles.) History – derived from resume, past employment, education, and background checks. Interview – takes into consideration intuition (gut feel), appearance, and personality. Now remember, this is where most hiring decisions are made. Testing and Job Match – the most important, but least understood, element in the hiring process JOB MATCH deals with what matters most to the success of an organization, and that is PEOPLE that match their JOBS . Let me substantiate this with statistics.
This chart shows the efficiency of a variety of methods you can use in the selection process. It indicates that people selected on the basis of the typical job interview are good hires only about 14% of the time — not a very good record. That’s just ONE good employee for every SEVEN hired. But as you add other selection techniques, the percentage of selecting good on-the-job performers increases to 75%, further validating the need for the third component. The reason this is so important is because… You MUST see THE TOTAL PERSON .
People are like icebergs — there is more beneath the surface than above. When you have to make decisions based on inadequate information, you are bound to make hiring decisions you’ll regret later. If you use traditional hiring methods, you have to depend, too much, on your instincts. That reminds me of the definition of insanity: “ Doing the same thing over and over, and expecting the results to be different.” The traditional method for hiring people is never going to give you a better result, no matter how good you get. You will have to change the hiring formula before you can expect consistently better results. When you use the traditional system of selection, all you have is the “tip of the iceberg.” This is good, but limited, information. It does not give you a picture of The Total Person. To get the essential information for making better hiring decisions, you must look beneath the surface and get the complete picture of a job candidate.
Today, I would like to show you The Profile . I believe it is the best choice for seeing THE TOTAL PERSON. Let’s look at what it measures:
The Profile is a three-part assessment. It compares individuals to customized Job Match patterns in order to predict Job Success by assessing Thinking Style, Occupational Interests, and Behavioral Traits.
“ Thinking Style” is comprised of five parts beginning with Learning Index. This is an index of expected learning, reasoning, and problem solving; this score is a composite of the scores for: Verbal Skill – a measure of verbal skill through vocabulary Verbal Reasoning – using words as a basis in reasoning and problem solving Numerical Ability – a measure of numeric calculation ability Numeric Reasoning – using numbers as a basis in reasoning and problem solving This information is extremely useful for achieving Job Match. For one thing, it shows you how quickly a person assimilates new ideas and information. Picture this analogy:
Two people have the same mental capacity, as represented by two one-gallon containers. However, one container is a bucket and can be filled quickly, while the other is a gallon jug with a narrow neck. It has the same capacity, but you fill it by slowly pouring liquid through the narrow opening. Imagine how effective your training, managing, and overall communication will be when you know the learning speed and style your employees and peers are most comfortable with. This information alone will literally change your business. Wouldn’t you agree? As important as this is, it is equally important to be keenly aware of the THINGS THAT INTEREST THEM.
The “Occupational Interests” section gives you this information by measuring these factors: Enterprising – indicates an interest in occupations where they use persuasiveness and enjoy presenting plans. Financial/Administrative – indicates interest in occupations that work with financial data, business systems, administrative procedures, etc. People Service – indicates interest in occupations that help people and are concerned with the welfare of others. Technical – indicates interest in occupations that center on scientific and technical activities, research, and intellectual skills. Mechanical – indicates interest in occupations that work with tools, equipment, and machinery. Creative – indicates interest in occupations where they are imaginative, original, and aesthetic. People are more likely to be motivated by things they are good at and enjoy doing. When you match employees with tasks that fit their interests, they perform at a higher level of productivity, quality, and competency. At this point, we have great information on whether or not the person CAN and WILL do the job. The next important factor is HOW they’ll do it. This is illustrated beautifully in the “Behavioral Traits” section.
Imagine the value of knowing how each of your employees measures in the following qualities: Energy Level – measures a person’s tendency to be self-motivated, energetic, to show a high sense of urgency and a capacity for a fast pace. Assertiveness – measures a person’s general tendency to take charge, to be the leader. Sociability – measures a person’s general tendency to be people oriented, to be socially active and outgoing. Manageability – measures the tendency to follow policies, accept external controls and supervision, and work within the rules. Attitude – measures a person’s general tendency to have a positive attitude. Decisiveness – uses the available information to make decisions quickly. A ccommodating – measures a person’s general tendency to be friendly, helpful, and agreeable. To be a team person. Independence – measures a person’s general tendency to make their own decisions, to be self-reliant, to take independent action. Objective Judgement – measures a person’s general tendency to be objective in decision making. You really fine-tune Job Match when you employ the element of Behavioral Traits. You’ll get much better results when you match people with the jobs they are required to perform. All three of these critical areas are clearly illustrated on a graph. Knowing where an individuals score falls on this graph is vital, but what separates your top performers from the rest of the pack is how they match the requirements of the job. These requirements are determined by an examination of what is required in each of the areas by using job related, empirical data to establish a “JOB MATCH PATTERN”.
This is an example of a Job Match Pattern. The shaded areas indicate the pattern you want your job candidates to match. These patterns are always customized to fit the jobs in your company because they are based on the qualities and characteristics of the people who are your best employees. The pattern is a composite of the shared characteristics of the people who are the best performers in this particular job. By hiring people who have comparable characteristics, you bring people into your organization that are just like the people who do the best job for you. This is Job Match, and it is your best method for predicting Job Success.
For example, this graph represents good Job Match. The shaded areas are the Job Match Pattern, and the numbers are the applicant’s scores. The numbers within the shaded areas indicate Job Match. You can tell at a glance whether or not a job candidate is like your best employees. Do you see how easy it is to use The Profile ?
Let’s look at an example of a poor match. Remember that the shaded areas are the Job Match Pattern, and the numbers are the individual’s scores. As you can see, the individual’s scores do not match the shaded area (the pattern). This represents a poor match.
When assessing new candidates, any time their scores fall outside the pattern, the Profile provides Interview Questions that help you probe deeper to evaluate the significance of the mismatched areas. These questions are open-ended and designed to elicit dialogue from a candidate and will also help you stay focused during the interview. The process now becomes much more informative and objective. When you use The Profile in your hiring process, you get the essential information you’ve been missing. You also see THE TOTAL PERSON . Now you can identify people who: -Fit the job -Fit the company -Fit the management team and staff -Fit your corporate culture.
An added feature of The Profile is the number of additional reports. They are: - The Placement Report - The Individual Report (self coaching) - The Coaching and Managing Report (training, managing, communication) - The Multi-Job Match Report (succession planning and redeployment) - The Summary Report (four page overview) - Graph (visual comparison in all areas)
In front of you, you all have a registration card. If you haven’t filled it out, please take a minute and do so now. Please check the items that interest you most. I would also suggest turning the card over and writing “yes” for additional information or perhaps an appointment for us to meet personally. If you’ll do that, my way of saying ‘thank you’ for your time and interest is to provide you a complimentary Profiles Performance Indicator that you, or anyone you like, can take on our website. Simply meet me after our program, and I will assign your personal authorization code and password. I guarantee you will be impressed with the results and thoroughly enjoy the experience. I will stay at the close of our program to answer any questions you may have and set appointments for those that have their calendars with them. In closing, I’d like to thank you for the time you have invested today and suggest that the best way to maximize this investment would be to take the next step and make the DECISION to invest 20 minutes more for us to meet personally. Thank you.