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Semelhante a Western cities succession Presentation
Semelhante a Western cities succession Presentation (20)
Western cities succession Presentation
- 1. Western Cities Human Resource Conference Five Keys to Succession Planning In Your Organization Sponsored by Profiles International
- 3. Key Leadership Criteria History Experience, Employment, Education, Background PAST
- 4. Key Leadership Criteria History Experience, Employment, Education , Background Check Performance Current Performance on the job Reviews Sponsors PRESENT PAST
- 5. Key Leadership Criteria History Experience Employment, Education, Background Performance Current Performance on the job Reviews Sponsors PRESENT PAST Job Match Competency Alignment with future position FUTURE
- 8. Find Future Leaders Internal Candidates! External needs!
- 11. Sample STEN Distribution Curve of the Working Population The score for each scale is reported as a number from 1 to 10 on a STEN scale (Standard TEN). The raw scores have been normed on the adult working population so that the distribution of final scores will fall as a normal distribution on each scale. In other words, on each scale about 2/3 of the scores will fall at 4, 5, 6 or 7 and as you move toward either end of the scale, this frequency will taper off.
- 13. Concurrent Study
- 14. Good Job Match
- 15. Poor Job Match Job Profile Summary Job Pattern: Sales Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Thinking Style Occupational Interests Behavioral Traits People Service Technical Creative Financial/Administrative Assertiveness Energy Level Sociability Enterprising Manageability Attitude Decisiveness Accommodating Independence Objective Judgement Mechanical Distortion 10 Overall Job Match 62%
- 16. Measure results and reinforce desired behavior!
- 17. Who fits the job which will be open? Job Match Profiles Director of Human Resources – Succession Plan Mark L. Wilcox 87% Jonathan Cartwright 82% John M Sampson 77% Ann E. Peckham 73% Bill Ballard 67% Jason Young 66% Brooke Clay 65% Dennis Tyler 58% Melissa Williams 51% Jonathon Arnold 48% Carol A. Wilcox 41%
- 18. Which positions are best fits? John Sampson Director of Training 89% Sales Consultant 85% Education Manager 81% Store Operations Manager 79% Sales Manager 75% Director of Recruiting 69% Human Resource Manager 67% VP Marketing 65% CEO 63% CFO 59% Territory Manager 56% Warehouse Manager 55% Director of Desk Operations 54% District Sales Manager 52% Customer Service Manager 51% Procurement Manager 47%
- 19. Create a sense of responsibility!
- 21. Align succession planning with strategic plan!
Notas do Editor
- Good ___________, and welcome to our program – Identifying and Retaining Top Performers . This briefing is being sponsored by (partner’s name) and Profiles International, Inc. There are three extremely important objectives we want to achieve today.
- The first objective is… 1. To identify the characteristics of top performers Our second objective is… 2. To maximize employee productivity, and Our third is… 3. To increase retention of peak performers My name is ______________. (Give a short summary of your business background.)
- 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.
- 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.
- 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.
- Peter Drucker, the well-known author and management consultant, has said that up to sixty-six percent (66%) of a company’s hiring decisions will prove to be mistakes within twelve months and lists the top three reasons for this. They are: · Incompetence · Incompatibility · Dishonesty To help prevent this from happening, most companies add the second component, The Interview , which deals with the present.
- 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.
- 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 perform the best 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.
- The first objective is… 1. To identify the characteristics of top performers Our second objective is… 2. To maximize employee productivity, and Our third is… 3. To increase retention of peak performers My name is ______________. (Give a short summary of your business background.)
- 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.