Kelsey Trail Health RegionKelsey Trail Health Region

Profiles International

What is an assessment?What is an assessment?

Webster says, “to estimate or determine the significance, importance, or value of;

…to evaluate”

What an assessment isn’t:What an assessment isn’t:

It is not a TEST!!

Assessments will provide Assessments will provide information on:information on:

Integrity, work ethic, reliability

Ability, interests, behavioral traits

Behavioral tendencies, team interface, compatibility

Sales ability

Perception of managerial and leadership competencies

Why use assessments?Why use assessments?

33% of bankruptcies are due to employee theft

Employees steal 10-times more than shoplifters

Some information:

•Absenteeism costs a 50-person company $30,000 to $50,000 annually

Why use?Why use? 67%67% of people working today are in

positions where they are not entirely happy doing what they are doing

41%41% of people working today are doing something different from what they trained for in school

Why use?Why use?

In interviewing potential employees, 63% of the time the decision to hire (or not) is made in the first 4.3 minutes of the interview.

It’s not experience – or college degrees or other accepted factors; success hinges on a fit with the job!

Peter Drucker states:Peter Drucker states:

“ Chances are good that up to 66% of your Company’s hiring decisions will prove to be mistakes in the first twelve months”

(This doesn’t mean that people will leave…in fact most of them want to stay!)

When should we use assessments?When should we use assessments?

Assessments should be an integral part of every business’ operations from pre hire through retirement.

The goal is to address people challenges before they impact operations.

When to use:When to use:

If you are hiring, simply put the right person in the right place.

For your current workforce:

- Determine if all are well placed

- Gain insight on all employees to coach,

manage & motivate to greater success.

When to use:When to use:

For your current workforce:

Develop (continuously) improvement

in management and leadership

Embrace succession

planning

Who should use assessments?Who should use assessments?

Everyone who has people responsibilities should have information on themselves and all of their people to understand:

Capability/capacity

Style/behavior

Compatibility

Perception (as a manager/leader)

The The BENEFITSBENEFITS of using of using assessments:assessments:

Lower turnover

Better work ethic

Greater reliability

Lower fringe benefit costs

BENEFITS:BENEFITS:

Greater productivity

Happier employees

Greater motivation

More team synergy

Less stress, tension

BENEFITS:BENEFITS:

Improved Management/Leadership

Continuous improvement

Increased sales

Better customer service

Increased PROFITABILITY

SUMMARYSUMMARY“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.”

– “Job Sculpting: The Art of Retaining Your best People”

Harvard Business Review

September. - Oct. 1999

17

Profiles Profiles InternationalInternational

The Information The Information CompanyCompany

PROFILES OFFICESPROFILES OFFICESInternational Offices in 50 Countries, including:

OVEROVER25,000 Clients25,000 Clients

45 Regional Offices45 Regional Offices700 Local Offices700 Local Offices

CanadaCanada – – MexicoMexico – – AustraliaAustraliaGermanyGermany – – FranceFrance – England – EnglandNorwayNorway – – SwedenSweden – – FinlandFinland

Spain – Portugal – ItalySpain – Portugal – ItalyIndiaIndia – Malaysia – Hungary – Malaysia – Hungary

IsraelIsrael – – Egypt Egypt – Turkey – Turkey

American Automobile AssociationAmerican Automobile Association FreightlinerFreightlinerAmerican Income LifeAmerican Income Life Mercedes BenzMercedes BenzTime WarnerTime Warner AT&TAT&TSentry InsuranceSentry Insurance TerminexTerminexShopRiteShopRite McDonald’sMcDonald’sBurger KingBurger King United Freight ServiceUnited Freight ServiceValassis CommunicationsValassis Communications UniFirstUniFirst

A Few Of Our Clients:A Few Of Our Clients:

Have you ever hired someone who did Have you ever hired someone who did not reach your expectations?not reach your expectations?

There are 3 Opportunities to There are 3 Opportunities to Improve the Performance of Improve the Performance of

Your PeopleYour People

Selection Process & Job Fit

(Prevention)

Management & Motivation

(Coaching and Training)

Continuous Growth

(Never inspected always neglected)

Selection Process – Step 1Selection Process – Step 1

HistoryHistoryRésumé,Résumé,

Past Employment, Past Employment, Education, Education,

Background Background CheckCheck

PAST

Selection Process – Step 2Selection Process – Step 2

HistoryHistory

Résumé,Résumé,Past Employment, Past Employment,

Education, Education, Background Background

CheckCheck

InterviewInterview

Gut Feeling, Gut Feeling, Appearance, Appearance, Personality, Personality, Interview,Interview,

Step One SurveyStep One Survey

PRESENTPAST

The InterviewThe Interview

“63% of all hiring decisions are made during the first 4.3 minutes of an interview.”

– SHRM Study, reported in USA Today

Check ApplicantsCheck Applicants

33 % of all business failures are caused by employee theft

Employees steal 10 times more than shoplifters

Absenteeism costs a 50 employee company $30m - $50m annually

This is your applicant pool!

The Step One SurveyThe Step One Survey

Provides a structured interview and employment history

Confidential Report  

Mary Prospect 

Wednesday, April 25, 2001              

Profiles International5205 Lake Shore Dr.Waco, Texas 76710

254-751-1644

CANADIAN 

Before asking the applicant these questions… Government regulations and guidelines restrict the interviewer from making inquiries which are not job related. The interviewer must avoid questions about a person’s lifestyle (like sexual orientation or marital status, alcohol or drug use). Note there are no suggested verbal interview questions to expand the applicant’s response. The answer could reveal absences due to medical conditions protected by regulations and guidelines. Therefore, it is best for the interviewer not to inquire about reasons for absences. (2) How did you come to the decision that you are being underpaid?(3) You haven't worked at your present position very long. Do you usually start looking for other work after only such a short time on the job?(5) What do you expect to get paid for the position you are applying for?(6) What is keeping you from going to work in this new position today or tomorrow?(14) You stated you were late to work 1 to 3 times in the last year. How can we be confident that if you are hired you will show up to work on time every day?(15) Tell me how you won the trust of your supervisor to a point he/she would let you complete or forward work without final approval.(18) Tell me more about your feelings concerning dress and appearance in the work place.(20) You stated that when you had a problem with a supervisor you kept your thoughts to yourself and kept working. Give me more details.(22) You indicated some other area that you need to improve as an employee. What do you need to improve?(23) You state that you are "the best" at what you do. What makes you so good?(29) Explain your personal reasons for leaving your last or present position

Section I

Verbal Interview Suggestions

April 25, 2001 Mary Prospect

Copyright © 1999,2000 Profiles International, Inc. 3

Integrity   5  

(41) According to Mary, THERE ARE GOOD REASONS TO STEAL FROM OTHERS.(54) As long as she INTENDS to bring them back, Ms. Prospect feels it MAY BE OKAY to borrow tools from work.

Reliability   6  

(72) Ms. Prospect feels it's okay to take off early from work if all her work is finished.

Work Ethic   7 

(42) Doing too good a job will just get her more work than everyone else, according to Ms. Prospect

Section IIApril 25, 2001 Mary Prospect

Copyright © 1999,2000 Profiles International, Inc. 4

SCALE Low         

High

IntegrityAdherence to moral and ethical

principles acceptable in the workplace

‚ ƒ „ † ‡ ˆ ‰Reliability

Attitudes towards tardiness and personal dependability deemed

acceptable in the workplace ‚ ƒ „ … ‘ ‡ ˆ ‰

Work EthicBelief in the value of work and

supervisory relationships acceptable in the workplace

‚ ƒ „ … † ’ ˆ ‰

The data from Section II is summarized in the table below. Please note that the higher the attained score on each scale, the more favorable the results for that scale.

 

The Distortion Scale deals with how candid and frank the respondent was while taking this assessment. The range for this scale is 1 to 9, with higher scores suggesting greater candor. The Distortion Scale score on this assessment is 9

Section IIApril 25, 2001 Mary Prospect

Copyright © 1999,2000 Profiles International, Inc. 5

Selection Process – Step 3Selection Process – Step 3

HistoryHistory

Résumé,Résumé,Past Employment, Past Employment,

Education, Education, Background Background

CheckCheck

InterviewInterview

Gut Feeling, Gut Feeling, Appearance, Appearance, Personality, Personality, Interview,Interview,

Step One SurveyStep One Survey

PRESENTPAST

Testing & Testing & Job MatchJob Match

FUTURE

Utilize All Of Your ResourcesUtilize All Of Your Resources

Interview

Background Checks & Integrity Testing

Personality Testing

Ability Testing

Interest Testing

Job Matching 75%75%

66%66%

54%54%

38%38%

26%26%

14%14%

– Psychological Bulletin Vol. 96, No. 1, August 1994 Professor Mike Smith, University of Manchester

+

+

+

+

+

“It’s not experience that counts - or college degrees or other accepted factors; success hinges on a fit with the job.”

41%41% - Not formally educated or trained

67%67% - Unhappy and/or dissatisfied with current position

– United States Bureau of Labor Statistics

The Total PersonThe Total Person10% - Good But Limited Information:

90% - Essence of the Total Person:

Skills, Experience & Company Match

Thinking Style

Occupational Interests

Behavioral Traits

Job Fit

Seeking The Total PersonSeeking The Total Person

HistoryHistory

Résumé,Résumé,Past Employment, Past Employment,

Education, Education, Background Background

CheckCheck

InterviewInterview

Gut Feeling, Gut Feeling, Appearance, Appearance, Personality, Personality, Interview,Interview,

Step One SurveyStep One Survey

PRESENTPAST

Testing &Testing &Job Match:Job Match:

The ProfileThe ProfileFUTURE

The ProfileXTThe ProfileXT

What The ProfileXT MeasuresWhat The ProfileXT Measures

Can the persondo the job?

Will the persondo the job?

How will the persondo the job?

CAN The Person Do The Job?CAN The Person Do The Job?

Learning IndexLearning Index

Verbal SkillVerbal Skill

Verbal ReasoningVerbal Reasoning

Numerical AbilityNumerical Ability

Numeric ReasoningNumeric Reasoning

11 22 33 44 55 66 77 88 99 1010

Thinking StyleThinking Style

The Learning IndexThe Learning Index

ONE GALLON

ONE GALLON

WILL The Person Do The Job?WILL The Person Do The Job?Occupational InterestsOccupational Interests

EnterprisingEnterprising

Financial/AdministrativeFinancial/Administrative

People ServicePeople Service

TechnicalTechnical

MechanicalMechanical

CreativeCreative

11 22 33 44 55 66 77 88 99 1010

HOW Will The Person Do The Job?HOW Will The Person Do The Job?

11 22 33 44 55 66 77 88 99 1010

Behavioral TraitsBehavioral Traits

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgement

The JobMatch™ PatternThe JobMatch™ Pattern

Shaded areas indicate the JobMatch pattern

The JobMatch patterns show requirements for the jobs in your company

Use these patterns for:

Placement Retention Training Promoting Managing Planning

Job Profile SummaryJob Pattern: Sales

Overall Job Match

Thinking Style

1 2 3 4 5 6 7 8 9 10

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Occupational Interests

1 2 3 4 5 6 7 8 9 10Enterprising

Financial/Administrative

People Service

Technical

Mechanical

Creative

Behavioral Traits

1 2 3 4 5 6 7 8 9 10Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgement

The Profile – Good JobMatchThe Profile – Good JobMatch

The Profile – Inadequate JobMatchThe Profile – Inadequate JobMatch

Job Profile SummaryJob 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%

Interview QuestionsInterview Questions What kind of high stress situations have you experienced

in which important calculations were necessary?

When making budgetary decisions, can you rapidly see where resources can be reallocated or redistributed?

If required to organize financial data, what would motivate you best to get the job done?

If working long hours analyzing data or solving technical problems, what ways do you maintain your motivation to persevere?

The Profile - Available The Profile - Available ReportsReports

The Placement Report

The Individual Report

The Coaching and Managing Report

The Multi-Job Match Report

The Job Summary Report

The Job Summary Graph

THE COMPLETE SYSTEMTHE COMPLETE SYSTEMPre-Hire to Retirement;

Identify, Select, Match, Coach, Manage, Motivate, Grow -

Increased Productivity ---

and PROFITABILITY!

One Decision Can One Decision Can Change Your Business’ Change Your Business’

Future!Future!