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Investing in Talent Optimization
THE PREDICTIVE INDEX 2
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THE PREDICTIVE INDEX KINSEY MANAGEMENT8
THE PREDICTIVE INDEX KINSEY MANAGEMENT9
THE PREDICTIVE INDEX KINSEY MANAGEMENT10
THE PREDICTIVE INDEX KINSEY MANAGEMENT11
THE PREDICTIVE INDEX KINSEY MANAGEMENT12
THE PREDICTIVE INDEX KINSEY MANAGEMENT13
THE PREDICTIVE INDEX KINSEY MANAGEMENT14
THE PREDICTIVE INDEX KINSEY MANAGEMENT15
THE PREDICTIVE INDEX 16
MoneyballFOR BUSINESS
THE PREDICTIVE INDEX
HIRE
PURPOSEFULLY
INSPIRE
EFFECTIVELY
Talent OptimizationA NEW DISCIPLINE
BUSINESS
STRATEGY
TALENT DESIGN
BUSINESS
RESULTS
Decoding the Engagement Challenge
It’s not about happiness.
ENGAGEMENT
Engagement
State of being in gear
Emotional commitment to the company and its goals
21
Blockers to great results
Minimum Requirements
Forces of disengagement pull your
good people down
PERFORMANCE & ENGAGEMENT
JOB FITMANAGER
CULTURE
TEAM
TIME
KINSEY MANAGEMENT22
Lost productivity is costing you.
Scenario based on one employee:
● Disengaged employee salary:
$75,000
● Time to fill position: 70 days
● Hiring manager’s salary: $100,000
● Training days: 20 days
● Productivity ramp up: 60 Days
● Time spent interviewing: 8 hours Based on insight from Work Institute’s 2017
Retention Report
Based on Gallup assessment of
organizational loss
Cost of disengagement
- $25,500
Cost of replacement
- $29,300
Kinsey Management, LLC
When people are engaged
37% lower absenteeism
25% lower turnover (in high-turnover organizations)
65% lower turnover (in low-turnover organizations)
28% less shrinkage
48% fewer safety incidents
Engaged companies…
See a 6% higher net profit margins (Towers Perrin)
Receive 5X higher shareholder returns across five years (Kenexa)
41% fewer patient safety incidents
41% fewer quality incidents (defects)
10% higher customer metrics
21% higher productivity
22% higher profitability
Group versus the IndividualReal changes in Engagement occur at the
person and group levels.
Measure Global – Act Local
How do you predict behavior?
DRIVES NEEDS BEHAVIORS
What Drives Does PI Measure?
Dominance: The drive to exert one’s
influence on people or events
Extraversion: The drive for social interaction
with other people
Patience: The drive for consistency and
stability
Formality: The drive to conform to rules and
structure
Reading a PI Behavioral Pattern
DOMINANCE
EXTRAVERSION
PATIENCE
FORMALITY
Lower amount of factor Higher amount of factor
Work Environment Pressures
Culture
Job Fit
Manager Impact
Team Dynamics
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POLLWhat do you think has the biggest impact on engagement?
Culture
Job Fit
Manager Impact
Team Dynamics
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Job FitWORK ENVIRONMENT PRESSURE
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Disengagement Forces
Misalignment between natural tendencies and key responsibilities of the job
JOB FIT
The JobSales Hunter
• Quick to connect with people
• Natural juggler
• Goal orientation
• Risk tolerance
• Self driven
Dominance
Extraversion
Patience
Formality
All recommended behaviors for the job
• Seeks results
• Likes perfection
• “Tasks” over “people”
• Slower to connect
JulieSales Hunter
JulieSales Hunter
Dominance
Extraversion
Patience
Formality
BEHAVIOR
LOW HIGH
Dominance
Extraversion
Patience
Formality
Tasks / People
TASK
Planning
Analysis
Problem solving
Synthesis
A > B
PEOPLE
Communicating
Motivating
Team building
Trusting
B > A
Lively
Enthusiastic
Optimistic
Stimulating
QUICK
B > C
SLOW
Reserved
Serious
Introspective
Quiet
C > B
Dominance
Extraversion
Patience
Formality
Connection Speed
Julie / The Job
Dominance
Extraversion
Patience
Formality
JULIE
Dominance
Extraversion
Patience
Formality
SALES POSITION
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ManagerImpact
WORK ENVIRONMENT PRESSURE
Kinsey Management, LLC
Disengagement Forces
Misalignment between manager and self
MANAGER IMPACT
KINSEY MANAGEMENT
Management Style
Highest drives – great predictor of management style
Dominance Authoritative ”tell”
General Patton
Extraversion Persuasive ”sell”
MLK Jr.
PatienceProcess “experience”
Steve Jobs
FormalityStructure “rules”
Alan Mulally
KINSEY MANAGEMENT
“Do unto others as you would
have them do unto you”
KINSEY MANAGEMENT
Employees Needs
Highest drives – also great predictor of employee needs
Dominance Needs impact
Extraversion Wants feedback
PatienceGive them time
FormalityExplain details
Ron
• Needs Feedback
• Opportunity to influence
• People connection
Head of Sales
Beau
• Direct
• Data-oriented
• Operationally focused
New CEO
Ron / Beau (CEO)
Dominance
Extraversion
Patience
Formality
RON’S SELF PATTERN
Dominance
Extraversion
Patience
Formality
BEAU’S SELF PATTERN
Ron / Beau (CEO)
Dominance
Extraversion
Patience
Formality
Behavioral Comparison
• Different Needs
• Different Behaviors
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CultureWORK ENVIRONMENT PRESSURE
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Kinsey Management, LLC
Disengagement Forces
Feeling like what the culture expects of you isn’t who you really are.
CULTURE
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Dominance
Extraversion
Patience
Formality
Software Management Team
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Dominance
Extraversion
Patience
Formality
Software Development Team
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Dominance
Extraversion
Patience
Formality
Development Team
• Rules based
• Patient
• Structure
• Heads down
Software Management Team v. Development Team
Management Team
• Proactive
• Impatient
• Risk Tolerant
• Verbal
• Less Formal
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TeamDynamics
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Kinsey Management, LLC
Disengagement Forces
Being unlike the team
TEAM DYNAMICS
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John
• Driven, dominant
• Reserved
• Fast-paced, intense
• Formal, established rules
President, Construction
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Dominance
Extraversion
Patience
Formality
Team Behavior
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Highly extraverted. Lower attention to detail.Brainstorming culture.
Team Fit | Behavioral Drives
Dominance
Extraversion
Patience
Formality
• More aggressive
• Thinks before speaking
• More data driven
Team Average MisalignmentJohn
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Team & John must be aware of the differences and how
they can be used to an advantage.
He is the most important member of the team
(the challenger) as he pushes group to think differently.
Black Sheep or Savior?
Dominance
Extraversion
Patience
Formality
THE TEAM JOHN
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KINSEY MANAGEMENT
Fixing the engagement problem is possible when you understand
behavior.
THE PREDICTIVE INDEX
HIRE
PURPOSEFULLY
INSPIRE
EFFECTIVELY
Talent OptimizationA NEW DISCIPLINE
BUSINESS
STRATEGY
TALENT DESIGN
BUSINESS
RESULTS
KINSEY MANAGEMENT
Final Thoughts
• Measure, analyze and use data to identify people gaps
and drive business strategy.
• Create and continuously grow a people strategy.
• Utilize people data to hire high performing talent and
build world-class teams.
• Apply best practices to improve how people work
together.
THE PREDICTIVE INDEX 63
MoneyballFOR BUSINESS
FREE Assessment
www.kinseymgmt.com
Brandon Kinsey
(832) 274-3937
#XCH19
@TheChannelCo@KinseyMgmt
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