kelsey trail health region
DESCRIPTION
If you are a Health Region or Organization this presentation will show you what they are doing to decrease overtime and hire the best people.TRANSCRIPT
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!