Breaking New Ground

Can They? And Will They?

HR Leaders.Finding Employee EngagementCuts the Cost of Growing It

Building the bottom line... one hire at a time Copyright Growth Ventures, Inc.How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeThings are changing2Candidate screening tools are decades oldBased on research and development a half-century oldSound research on Can Do competencies at the timeBut, tied to an aged workplace and workforce

The workplace is different todayTechnology has altered what jobs demandA stagnant economy emphasizes cost controlWhat explains performance has changed

The workforce is different, tooDifferent generations evolving wantsShifting Can Do and Will Do needsWhat predicts performance is evolving

Legal issues in hiring continueCandidate screening creates legal challengesAdverse impact is monitored more and more Equally valid/less adverse is a standard

How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeAlso employers are focusing more and more on the concept of employee engagement3But, just what is employee engagement where does it come from?Simply a new version of employee satisfaction surveys?A true influencer of job performance and things like retention?The result of things the employer does to grow people? Something you can find in a candidate?

The HR world is paying more and more attention to employee engagementA driver for organization-wide surveys and action planningA foundation for guiding investments in organization development workA metric for holding management accountableA norm for comparing organizationsHow Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeThe first thing we know4EMPLOYEE ENGAGEMENT IS A TWO-WAY STREETMany view employee engagement as managements job, but it also resides in an employee. Assessing Will Do qualities in candidates helps hire those more likely to engage, says Dr. Leaetta Hough, Chief Science Officer with HirePayoff

We know management-led actions play a role in growing employee engagement, but our research shows a major part of employee engagement resides within the employee. Its a very simple fact an organizations level of employee engagement results from both whom it hires and, then, how it treats them, concludes Dr. Hough.

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How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeWe believe5 1 Employee engagement will continue to gain HRs attentionLow hiring volume puts more attention on the current workforceResearch is showing the concept has consequencesThe marketplace is making it the in thing and employers are spending2 But attention will shift a bitIts not purely an organizations responsibility to grow employee engagementIts a two-way street find those eager to engage, then make it grow Use both approaches to cut costs and raise the bar more quickly3 Employee engagement is entering the world of candidate screeningTools will target the concept of eager to engageStudies will show the value added by such screeningIT analytic platforms will expand to track the payoff in hiring for engagement

How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeFirst, what weve found to work with HirePayoff as a screening tool6

Gaining a view of the whole candidate, so we can predict overall outcomes on the jobHow Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeAdding to the tools assessment scales7Skill at Learning and Applying Whats LearnedLearns quickly and applies whats learned. Sees quickly what needs to be done as the job unfolds and situations change. Sees patterns. Senses problems early and adapts whats being done to avoid or solve problems. Builds on whats been learned in the past.Drive to SucceedTakes a personal interest in growing capabilities and achieving results. Brings energy and ambition to the job. Plans, stays organized, and executes assignments without needing close direction. Accepts work assignments and targets as a personal responsibility. Eager to EngageBrings an inclination to become involved with, committed to, and satisfied with the job. Will invest the emotional, mental, and physical energy needed and show a strong work ethic. Shows an emotional attachment to the job, colleagues, and the organization. Team PlayPuts work team ahead of personal interest. Cooperates, helps, and plays well with others. Connects by sharing ideas, workload, and credit to help create a team environment. Links with others, using connections to get things done.Taking the LeadSteps up and takes a lead role to get things done. Helps set targets, create plans, coach, and shape others behavior. Sets up an open, two-way dialogue to motivate, build trust, and shape decisions to drive performance results. Takes initiative.Hitting Targets CompositeHits performance expectations, whether they involve manual, technical, sales, customer service, or problem solving activities. Works efficiently, making sure mistakes arent repeated and results improve over time. Engages with both the job and the organization. How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeThe second thing we know8ENGAGEMENT IS PREDICTABLE!Sure, management plays a role in building employee engagement, but the evidence is clear a large part of the load rests in who gets hired, says Dr. David Jones

This is where the concept of payoff enters the discussion, says Jones. Weve already demonstrated that HirePayoffs 30-minute on-line selection tool predicts bottom-line performance. But now, adds Jones, its possible to put a third leg under the stool. Dr. Hough was right HirePayoff employment testing for Can Do / Will Do competencies forecasts employee engagement.

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How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeAn example screening for employee engagementCollect HirePayoff assessment scores and job performance dataMeasure employee engagement, as well See how the concepts link with retail sales employees

9The Four-Question Employee Engagement Summary Metric

I am proud to tell people I work for my organization.I am willing to give extra effort to my organization to get the job done.Overall, I am extremely satisfied with my organization as a place to work.I would gladly refer a good friend or family member to my organization for employment.

Note: Each item is answered with a 1-Strongly Disagree, 2-Disagree, 3-Agree, or 4-Strongly Agree response. The overall engagement score is computed by summing the four responses and converting the sum to a percent of maximum score.

How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a time9Screening for employee engagement (cont)Use the four employee engagement items to assign current employees to four categories in the study. Results

10Disengaged (6%)Never likely to become engaged with the job or organization; management practices have little effect

Disenchanted (28%)Possibly open to becoming engaged; management practices will have some influence

Enrolled (30%)Joins the organization with a positive level of employee engagement on Day 1; management practices guide its retention

Highly Engaged (34%)Joins the organization with a positive level of engagement; retains it, even if workplace events are a challenge

How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a time10The Eager to Engage scale predicts1124% Increase32% ReductionHow Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeThe third thing we know12ENGAGEMENT PREDICTS!HR analytics show screening for competencies and the likelihood of growing employee engagement produces a clear bottom line return, says Dr. David Jones.

When held to both the HirePayoff performance screening standard and the HirePayoff Eager to Engage standard, results showed clear bottom line payoffthe most distinguishing feature of Highly Engaged employees was how effectively they Meet and Greet customers Highly Engaged employees perform higher overall, but customer interaction showed them most different from those who reported being Disengaged, says Jones. Visit www.hirepayoff.com to see the full story on ENGAGEMENT PREDICTS!

How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timePredicting performance and engagementThose who passed HirePayoff screening standards

Those who failed HirePayoff screening standards1312% HigherEnd the SaleResults 14% HigherOverallRatings58% HigherLikely To AdvanceRatingsLess Than 1 Chance in 20 of Being aTop 20% of Performer Over 10 Times MoreLikely to be a Bottom 20%Performer How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timePredicting (cont)14Those who passed Eager to Engage screening standards

Select among the Top 50% of Eager to Engage scores and raise the odds of finding Highly Engaged vs. Disengaged employees.14 to 1Select among the top 15% of Eager to Engage scores and raise the odds of finding Highly Engaged employees.63%Select among the Top 50% of Eager to Engage scores and lower the likelihood of finding Disengaged employees.Select among the Top 50% of Eager to Engage scores and lower the likelihood of finding Disengaged or Disenchanted employees.51%55%How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a timeAnother thingAverage scores on the Eager to Engage assessment scale

White82Hispanic82Black80Male82Female8115Overall Standard Deviation9.33--------------------No Adverse ImpactHow Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a time15The fourth thing we know16FINDING ENGAGEMENT PAYS!Why would an employer not focus as much on finding as on growing employee engagement? asks Dr. David Jones.

Bottom line, why wouldnt an HR or operations leader add the concept of finding engaged employees to the hiring process? asks Jones. Too, what if the employers turnover is in the 20%+ range; typical of lower-level positions, where engagement is so important and receives so much employer investment? Look at how quickly the organizations overall workforce engagement could be increased via finding higher levels of engagement. Why spend resources only on growing employee engagement in such a setting? Jones asks.

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How Tapping a Candidates Can Do and Will Do Drives the Bottom LineBuilding the bottom line... one hire at a time