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An Executive briefing for CEOs, CFOs and Business Owners. Includes the HiringSmart 3 Big Ideas for 2010
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The Art of HiringSmartTalent Management in Turbulent Times
www.HiringSmart.ca
Engaged (alive) – 29%
Not-Engaged (awake) – 56%
Disengaged (asleep) – 15%
Awake
Alive
Asleep
Source: Gallup Organization 2006 Research
71% of employees are either indifferent to their work or actively disengaged!
3 Types of Employees:
Why Do They Leave?
Key misperception:
Employers who think their people leave for more money: 89%
Employees who actually do leave for more money: 12%
The ten most frequently mentioned issues that employees say companies do poorly are:
1. Lack of career growth 2. Poor management3. Poor communication4. Pay: paid under-market5. Lack of recognition6. Poor senior leadership7. Lack of training8. Excessive workload9. Lack of tools and resources10. Lack of teamwork
Source: Saratoga Institute, Disengagement Study
Relationships are Broken
85% of employees leave their job due to conflicts in the supervisor-employee relationship.
Executives spend a minimum of one month per year dealing with personality conflicts
Source: Robert Half International
Only 14% of the workforce is in a role that draws from their strengths
most of the time
We have a Dismal Record
94% of senior HR Professionals surveyed assert that their current workforce is unprepared to deliver
on company goals and meet business challenges
We have a Dismal Record
Lack of depth is crippling Organizations
75%-85% of workers (under 35) expect to be employed by a new company within 12 months
1/3 of all people under 35 are in their first year of employment with their employer
Remember 2008’s Number 1 Issue?
In North America we are going to have more jobs than we will have people to fill them.
99Source: Employment Policy Foundation analysis and projections of Census/BLS and BEA data.
Millions of People
Expected Labor Force and Labor Force Demand
0
50
100
150
200
250
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
Labor Needed
Labor Available
The Lines Are Crossing: A Growing Shortage of Workers
140142144146148150152154
2004
2005
2006
2007
2008
Environmental Scan
Three Bold Ideas For 2010
1. If the fit’s not right...nothing else matters
2. Measure what Matters
3. The Birds of a Feather theory is alive and well
1. If the fit’s not right...nothing else matters
Our First Bold Idea:
Talent Management: Measuring what Matters
Turnover
Customer Satisfaction
Profit
Productivity
Yield
Waste
Cost
ROIEBITDA
Sales
Earnings
Headcount
Fit with Manager
Fit with the Job
Fit with the Team
Fit with Company
ENGAGEMENT
Trailing IndicatorTrailing IndicatorLeading Indicators
Superior Producers
Top 16%
Average ProducersMiddle 68%
Poor ProducersBottom 16%
A Different View of Performance
Why does this matter?Unskilled / Semi-skilled
• ‘Average’ workers output = 19% more than ‘Non-producers’ • ‘Superior’ workers output = 19% more than ‘Average’ • ‘Superior’ workers output = 38% more than ‘Non-producers’
Skilled
• ‘Average’ workers output = 32% more than ‘Non-producers’ • ‘Superior’ workers output = 32% more than ‘Average’ • ‘Superior’ workers output = 64% more than ‘Non-producers’
Management / Professional
• ‘Average’ workers output = 48% more than ‘Non-producers’ • ‘Superior’ workers output = 48% more than ‘Average’ • ‘Superior’ workers output = 96% more than ‘Non-producers’
Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings”
Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.
Applying the lesson to Talent AcquisitionConventional Approach vs
ScreenSort
HiringSmart Approach
Assess
Database feeds analytics that fuel a knowledge chain reaction
Interview
Working from Fit changes everything…
Placing your hiring process online and basing your systems on data
about the four key aspects of fit changes
How you InterviewHow you Assess Candidates, andHow you manage your Talent
…it even changes the things that make you twitch!
2. Measure what Matters
Our Second Bold Idea:
Gather the right data
Learn as you go
Make the necessary adjustments
Engage the Knowledge Chain Reaction
Where to Begin?
Measuring what Matters
In looking at any range of performance, what could explain why you have some “top performers” and some “marginal performers”?
The main variables of performance relate to fit (remember Engagement and ROI)
Measuring what Matters
Understanding distortion is critical
Must measure what mattersHighlight differences between top performers and othersMust allow easy contrasting of individual to role/othersNo such thing as pass/fail
Toolbox must cover all four aspects of fit
Changing how you Interview
For your part, interviewing for fit means learning some new tricks
Written and oral – different pathways, different information
Tertiary interview questionsUnderstanding the Big Three factors that
distinguish top performers from the rest
How they learnHow they accept responsibilityHow they use their sense of humour
Profile XT
Window to who the person is… ‘core’ aspects of hardwiring that do not change appreciably over time
It is a Normative tool
Suitable from pre-hire through termination
Covers Fit with Job, Manager and Team
Full suite of reportsPlacementCoachingCareer Planning/Succession Planning
PXT Job Summary Graph
• One-page graphical summary of candidate vs. position
• All critical information
• For experienced users
• Useful in multi-candidate reviews
• Quick overview of current staff
Aspects of Culture Fit
Step One Survey:
• Prehire tool only
• Measures attitudes towards Integrity, Reliability, Work Ethic and Substance Abuse
• Generates scores and personalized interview guide
• Helps you understand who you are attracting and keeping
Aspects of Culture Fit
Customer Service Profile:
• Checks alignment in current culture and in new hires
• Measures attitudes towards key aspects of customer service philosophies
• Five different industry-specific versions
• Generates training plan for each individual and for the organization
3. The Birds of a Feather theory is alive and well
Our Final Bold Idea:
Communication Tools Have Changed
Generation Gaps at Work
Web Presence is Crucial!
If they can’t find
you online…
They won’t findYou.
Everyone is Do’in It!
50% of Canadians
Average of 140 “friends”
Business/professional
2x / 3 months
73% of all Canadians over 18
91% - Income over $95,000
47% - Income under $24,000
You have to Give to Get
When you build your employment brand in Social Networks and online communities, you
Reach people you’ve never met beforeExpand the reach of your brandBecome part of the conversation
Whom are you Reaching?
• Active – Those actively seeking new opportunities?
• Passive – The minority who are fully engaged?
• Poised – The majority who are moderately disengaged but not
looking?
Why Target the Poised?
• Typically better performers
• Typically more loyal
• Typically have better relationships at work
… but they typically don’t read the job ads or have a current résumé.
Results
Behaviors
Beliefs
Attitudes
Changing how you Interview
Attitudes drive the behaviours…
Towards types of work
Towards types of supervision
Towards types of customers
Towards Reliability
Towards Work Ethic
Towards Integrity… until you truly know your people, you will never know
your edge.
What Matters Most… is not found in any
Résumé
Thank You!
For further information, or to
receive a copy of this presentation, please
contact us
HiringSmart(800) 513-7277
