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HiringSmart Executive Briefing 2010

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HiringSmart Executive Briefing 2010

  1. 1. The Art of HiringSmart<br /> Talent Management in Turbulent Times<br />www.HiringSmart.ca<br />
  2. 2. Asleep<br />Alive<br />Awake<br />71% of employees are either indifferent to their work or actively disengaged!<br />3 Types of Employees:<br />Engaged (alive) – 29%<br />Not-Engaged (awake) – 56%<br />Disengaged (asleep) – 15%<br />Source: Gallup Organization 2006 Research<br />
  3. 3. Why Do They Leave?<br />The ten most frequently mentioned issues that employees say companies do poorly are: <br />Lack of career growth <br />Poor management<br />Poor communication<br />Pay: paid under-market<br />Lack of recognition<br />Poor senior leadership<br />Lack of training<br />Excessive workload<br />Lack of tools and resources<br />Lack of teamwork<br />Key misperception:<br />Employers who think their people leave for more money: 89%<br />Employees who actually do leave for more money: 12%<br /> <br />Source: Saratoga Institute, Disengagement Study<br />
  4. 4. Relationships are Broken<br />85% of employees leave their job due to conflicts in the supervisor-employee relationship.<br />Executives spend a minimum of one month per year dealing with personality conflicts<br />Source: Robert Half International<br />
  5. 5. We have a Dismal Record<br /> Only 14% of the workforce is in a role that draws from their strengths most of the time<br />
  6. 6. 94% of senior HR Professionals surveyed assert that their current workforce is unprepared to deliver on company goals and meet business challenges <br />We have a Dismal Record<br />
  7. 7. Lack of depth is crippling Organizations<br />75%-85% of workers (under 35) expect to be employed by a new company within 12 months<br />1/3 of all people under 35 are in their first year of employment with their employer<br />
  8. 8. Remember 2008’s Number 1 Issue?<br />In North America we are going to have more jobs than we will have people to fill them.<br />
  9. 9. Environmental Scan<br />The Lines Are Crossing: A Growing Shortage of Workers<br />Expected Labor Force and Labor Force Demand<br />Millions of People<br />9<br />Source: Employment Policy Foundation analysis and projections of Census/BLS and BEA data.<br />9<br />
  10. 10. Three BoldIdeas For 2010<br />If the fit’s not right...nothing else matters<br />Measure what Matters<br />The Birds of a Feather theory is alive and well<br />
  11. 11. Our First BoldIdea:<br />1. If the fit’s not right...nothing else matters<br />
  12. 12. Fit with Company<br />Talent Management: Measuring what Matters<br />Fit with the Job<br />Fit with Manager<br />Fit with the Team<br />Trailing Indicator<br />Trailing Indicator<br />Leading Indicators<br />Turnover<br />Waste<br />Profit<br />Yield<br />Sales<br />Cost<br />ENGAGEMENT<br />Customer <br />Satisfaction<br />EBITDA<br />Earnings<br />ROI<br />Productivity<br />Headcount<br />
  13. 13. A Different View of Performance<br />Poor <br />Producers<br />Bottom 16%<br />Superior <br />Producers<br />Top 16%<br />Average <br />Producers<br />Middle 68%<br />
  14. 14. Why does this matter?<br />Unskilled / Semi-skilled<br /><ul><li>‘Average’ workers output = 19% more than ‘Non-producers’
  15. 15. ‘Superior’ workers output = 19% more than ‘Average’
  16. 16. ‘Superior’ workers output = 38% more than ‘Non-producers’</li></ul>Skilled<br /><ul><li>‘Average’ workers output = 32% more than ‘Non-producers’
  17. 17. ‘Superior’ workers output = 32% more than ‘Average’
  18. 18. ‘Superior’ workers output = 64% more than ‘Non-producers’</li></ul>Management / Professional<br /><ul><li>‘Average’ workers output = 48% more than ‘Non-producers’
  19. 19. ‘Superior’ workers output = 48% more than ‘Average’
  20. 20. ‘Superior’ workers output = 96% more than ‘Non-producers’</li></ul>Source: “The validity and utility of selection methods in personnel psychology: <br />Practical and theoretical implications of 85 years of research findings” <br />Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274. <br />
  21. 21. Applying the lesson to Talent Acquisition<br />HiringSmart Approach<br />Conventional Approach vs<br />Assess<br />Interview<br />Screen<br />Sort<br />Database feeds analytics that fuel a knowledge chain reaction<br />
  22. 22. Working from Fit changes everything…<br />Placing your hiring process online <br />and basing your systems on data <br />about the four key aspects of fit changes<br />How you Interview<br />How you Assess Candidates, and<br />How you manage your Talent<br />…it even changes the things that make you twitch!<br />
  23. 23. Our Second BoldIdea:<br />2. Measure what Matters<br />
  24. 24. Where to Begin?<br />Gather the right data<br />Learn as you go<br />Make the necessary adjustments<br />Engage the Knowledge Chain Reaction<br />
  25. 25. Measuring what Matters<br />In looking at any range of performance, what could explain why you have some “top performers” and some “marginal performers”?<br />The main variables of performance relate to fit (remember Engagement and ROI)<br />
  26. 26. Measuring what Matters<br />Understanding distortion is critical<br />Must measure what matters<br />Highlight differences between top performers and others<br />Must allow easy contrasting of individual to role/others<br />No such thing as pass/fail<br />Toolbox must cover all four aspects of fit<br />
  27. 27. Changing how you Interview<br />For your part, interviewing for fit means learning some new tricks<br />Written and oral – different pathways, different information<br />Tertiary interview questions<br />Understanding the Big Three factors that distinguish top performers from the rest<br />How they learn<br />How they accept responsibility<br />How they use their sense of humour<br />
  28. 28. Profile XT<br />Window to who the person is… ‘core’ aspects of hardwiring that do not change appreciably over time <br />It is a Normative tool<br />Suitable from pre-hire through termination<br />Covers Fit with Job, Manager and Team<br />Full suite of reports<br />Placement<br />Coaching<br />Career Planning/Succession Planning<br />
  29. 29. PXT Job Summary Graph<br /><ul><li>One-page graphical summary of candidate vs. position
  30. 30. All critical information
  31. 31. For experienced users
  32. 32. Useful in multi-candidate reviews
  33. 33. Quick overview of current staff</li></li></ul><li>Aspects of Culture Fit<br />Step One Survey:<br /><ul><li>Prehire tool only
  34. 34. Measures attitudes towards Integrity, Reliability, Work Ethic and Substance Abuse
  35. 35. Generates scores and personalized interview guide
  36. 36. Helps you understand who you are attracting and keeping</li></li></ul><li>Aspects of Culture Fit<br />Customer Service Profile:<br /><ul><li>Checks alignment in current culture and in new hires
  37. 37. Measures attitudes towards key aspects of customer service philosophies
  38. 38. Five different industry-specific versions
  39. 39. Generates training plan for each individual and for the organization</li></li></ul><li>Our Final BoldIdea:<br />3. The Birds of a Feather theory is alive and well<br />
  40. 40. Communication Tools Have Changed<br />
  41. 41. Generation Gaps at Work <br />
  42. 42. Web Presence is Crucial!<br />If they can’t find <br />you online…<br />They won’t find<br />You.<br />
  43. 43. Everyone is Do’in It!<br />50% of Canadians<br />Average of 140 “friends”<br />Business/professional<br />2x / 3 months<br />73% of all Canadians over 18 <br />91% - Income over $95,000<br />47% - Income under $24,000<br />
  44. 44. You have to Give to Get<br />When you build your employment brand in Social Networks and online communities, you <br />Reach people you’ve never met before<br />Expand the reach of your brand<br />Become part of the conversation<br />
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  48. 48.
  49. 49.  <br />
  50. 50. Whom are you Reaching?<br /><ul><li>Active– Those actively seeking new opportunities?
  51. 51. Passive– The minority who are fully engaged?
  52. 52. Poised– The majority who are moderately disengagedbutnot looking?</li></li></ul><li>Why Target the Poised?<br /><ul><li>Typically better performers
  53. 53. Typically more loyal
  54. 54. Typically have better relationships at work</li></ul>… but they typically don’t read the job ads or have a current résumé.<br />
  55. 55. Changing how you Interview<br />Beliefs<br />Results<br />Attitudes<br />Behaviors<br />
  56. 56. What Matters Most… is not found in any Résumé<br />Attitudes drive the behaviours…<br />Towards types of work<br />Towards types of supervision<br />Towards types of customers<br />Towards Reliability<br />Towards Work Ethic<br />Towards Integrity<br />… until you truly know your people, you will never know your edge.<br />
  57. 57. Thank You!<br />For further information, or to receive a copy of this presentation, please contact us <br />HiringSmart<br />(800) 513-7277<br />info@HiringSmart.ca<br />