Assessments-Using Assessments to Hire, Build Teams May … · Greg Smith/770-860-9464 4 4 30% Assessment 30% Interview 30-30-30-10 Rule Chartcourse.com Results 10% Company 30% Culture

Greg Smith/770-860-9464www.chartcourse.com

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Using Assessments to Hire, Using Assessments to Hire, Build Teams and Develop Build Teams and Develop High Performing PeopleHigh Performing People

Chartcourse.com

www.chartcourse.comwww.chartcourse.com

[email protected]@chartcourse.com

g g pg g p

Background on MeBackground on MeBackground on Me

•• 19 years @ CYC19 years @ CYC

•• Malcolm Baldrige Quality Malcolm Baldrige Quality Award ExaminerAward Examiner

•• Consultant to the Army Consultant to the Army Surgeon GeneralSurgeon General

MS H RMS H R

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•• MS, Human ResourcesMS, Human Resources

•• Certified Professional Certified Professional Behavior Analyst (CPBA)Behavior Analyst (CPBA)

•• Author of 9 BooksAuthor of 9 Books

•• Live in AtlantaLive in Atlanta

“Accelerating Personal & Organizational Success”“Accelerating Personal & Organizational Success”

Today’s Session

•• Why use assessmentsWhy use assessments

•• How to use assessments to:How to use assessments to:–– Hire the Hire the RIGHT RIGHT peoplepeople

–– Build stronger more effective teamsBuild stronger more effective teams

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–– Reduce conflict and improve communicationReduce conflict and improve communication

•• Case studiesCase studies

•• Training programsTraining programs


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Have you ever made a bad SELECTION or PROMOTION

decision?

Most people are hired for their

experience, but fired for their

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attitude

Typical Job Interviews

42% of turnover could be eliminated with effective hiring and interviewing techniques

Ira WolfePerfect Labor Storm

The average cost-per-hire in 2011 and 2012 was $5,100. Businesses with 2,500 to 5,000 employees paid around $10,000 a person.

National Association of Colleges and Employers (NACE)


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Why Use Assessments

SelectionSelection

PlacementPlacementEngagementEngagement

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Development Development & Coaching& Coaching

Team Team EffectivenessEffectiveness

The Missing Piece

Assessments provide an unemotional evaluation of a person’s behavior, attitudes, values and

emotional intelligence

Assessments provide an unemotional evaluation of a person’s behavior, attitudes, values and

emotional intelligence

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emotional intelligence –qualities difficult to judge

in an interview alone.

emotional intelligence –qualities difficult to judge

in an interview alone.

Are Interviews Reliable?

A study of 80 randomly selected individuals who

participated in two simulated job interviews, 58% were more

likely to be hired and 53%

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likely to be hired and 53%received higher salary offers

after their teeth had been whitened

Kelton Research


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30% Assessment

30% Assessment

30% Interview30% Interview

30-30-30-10 Rule

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ResultsResults

10% Company Culture

10% Company Culture30%

Background & References

30% Background & References

““Get the Get the rightright people on the bus, the people on the bus, the wrongwrong people off the bus, and the people off the bus, and the i hti ht l i thl i th i hti ht t ”t ”

“People “People are notare not your most important your most important asset. asset. The Right People Are.”The Right People Are.”

rightright people in the people in the rightright seats.”seats.”

Jim CollinsJim CollinsFrom Good to GreatFrom Good to Great

Right People

Insights to Success

Report

Insights to Success

ReportHow a Person

Behaves

384 possible behavior patterns


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DISC BEHAVIORSDISC BEHAVIORSSession #2Session #2

How we express our How we express our internalinternal emotions emotions

through our through our externalexternalbehaviorbehavior

D = Dominance D = Dominance

• How you address PROBLEMS and CHALLENGES

I = InfluenceI = Influence

• How you interact and influence PEOPLE and CONTACTS

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CONTACTS

S = SteadinessS = Steadiness

• How you deal with PACE and CONSISTENCY

C = ComplianceC = Compliance

• How you deal with to PROCEDURES and CONSTRAINTS

Benchmarking the JobThe best way to select top performers is

to identify and understand the current performers in the same position.

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Each position has a different talent profile for success

Each position has a different talent profile for success


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Job Matching - Benchmarking• Identify key responsibilities• Position description• Develop job competencies• Screen for job competencies

1. Analyze the Job1. Analyze the Job1. Analyze the Job1. Analyze the Job

• Measure mental horsepower• Understand job performance drivers

(Problems, People, Pace and Procedures)• Establish baseline

2. Profile 2. Profile Top/Bottom Top/Bottom PerformersPerformers

2. Profile 2. Profile Top/Bottom Top/Bottom PerformersPerformers

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• Establish baseline

• Evaluate the finalists/applicant• Interview• Take assessments

3. Assess Candidates3. Assess

Candidates

• Make offer• Onboarding process• Development plan• Retention plan

4. Make Selection 4. Make Selection

PreciseAccurate

Concern for QualityCritical Listener

Non-Verbal CommunicatorAttention to Detail

CreativeSlow Start / Fast Finish

VacillatingTemperamental

CompetitiveConfrontational

DirectResults-OrientedSense of Urgency

Change Agent

Process-OrientedQuick to Change

Product-Oriented

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AccommodatingDislikes Confrontation

PersistentControls Emotion

AdaptableGood Listener

Good SupporterTeam PlayerPersistent

CooperativeSensitive to Others’ Feelings

High Trust LevelNot Fearful of Change

ContactabilityRather Talk than Listen

Verbal SkillsProjects Self-Confidence

Quick to ChangeIndependentOptimistic

Slow to ChangeSelf-Disciplined

Job

Case StudyCase StudyBank

High Employee Turnover Poor Customer

Bank

High Employee Turnover Poor CustomerHigh Employee Turnover – Poor Customer Service

High Employee Turnover – Poor Customer Service


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PreciseAccurate


Non-Verbal Communicator

Attention to Detail





Change Agent


Product-Oriented TH

RE

SI

JL

JB

NS

JTER

DHKBBM

SHMMALKPCS MM

DKLS

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High Trust LevelSocialableTalkative

Projects Self-Confidence



Good Coordinator

KMGH

LC

TA

TH

JTPD

JBKI

JB

CW

KD

PANG

BDHRKP

PN

DKLS

CV

JE

AB

LR

TH

CPBN

KO

DGMH

VM

AF

BE

Case StudyCase Study

Sales Representative

Key Accountabilities

Sales Representative

Key Accountabilitiesy

Effectively prospect, qualify, demonstrate & close according to company guidelines to

ensure sales goals are met while maintaining company’s integrity & brand image. 40%

y

Effectively prospect, qualify, demonstrate & close according to company guidelines to

ensure sales goals are met while maintaining company’s integrity & brand image. 40%

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Case Study – Sales OrganizationEarned $500,000 - $1,000,000

• 81% had Utilitarian above the mean

• 67% had Individualistic

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above the mean

• 62% had Social above the mean

Key Competencies

• *Self Management

• Customer Focus

• Initiative

• *Personal Drive

• Results Orientation

• Teamwork

• Flexibility

• Goal Achievement

• Planning and Organizing

• Influencing Others

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• *Personal Accountability

• Leading Others

• Using Common Sense

• Problem Solving

• Decision Making

• Developing Others

• Diplomacy and Tact

• *Self Starting Ability

• *Persistence

• *Meeting Standards

• Empathetic Outlook

• Continuous Learning

Competencies/Skills

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Job Related Behavior

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• On-boarding New Staff

• Personalized Development Plan for both New and Current Staff

Job Matching Provides theFoundation for:

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• Personalized Managing, Coaching or Mentoring Programs

• Job-Related Performance Systems

Case StudyCase StudySenior ExecutiveSenior Executive

High Employee Turnover – Low MoraleHigh Employee Turnover – Low Morale


1010

General Characteristics

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Case StudyCase StudyManufacturing CompanyManufacturing Company

Team EffectivenessTeam EffectivenessConflictConflict

Poor CommunicationPoor CommunicationHR Director HR Director -- RefereeReferee


1111

PreciseAccurate


Non-Verbal CommunicatorAttention to Detail





Change Agent


Product-Oriented

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High Trust LevelNot Fearful of Change

ContactabilityRather Talk than Listen

Verbal SkillsProjects Self-Confidence



Dynamic Communication Workshop

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Compare

WorkplaceMotivators

Person Job

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Behaviors

Job Competencies

Job Report


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Our Process

• Discuss your needs

• Online assessment accounts

• Customized individual selection

• Workshops/Certification training

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Workshops/Certification training

Additional Information• Take a complimentary assessment

• http://www.chartcourse.com/free_assessment.html

• DISC certification training

• http://www.chartcourse.com/disc_certification_training.html

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Chart Your Course International

770-860-9464800-821-2487

[email protected]

Chart Your Course International

770-860-9464800-821-2487

[email protected]

Chartcourse.comChartcourse.com

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Top Versus Low Performers

Pg. 319

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TTI DNATTI DNA™™ Sample ReportSample Report

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What Do the “Right” People Look Like?

Documents

Assessments-Using Assessments to Hire, Build Teams May … · Greg Smith/770-860-9464 4 4 30% Assessment 30% Interview 30-30-30-10 Rule Chartcourse.com Results 10% Company 30% Culture