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Assessments · Consulting · Training

How to Hire and Retain the Best Employees with Gerry Hoeffner. Personnel Dynamics Consulting. 2601 Lazy Hammock Lane, Fort Pierce, FL 34981 www.PersonnelDynamics.net. Assessments · Consulting · Training. Wild About HR!!!. History of HR. Payroll. _____ ? ______ Management.

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Assessments · Consulting · Training

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  1. How to Hire and Retain the Best Employees with Gerry Hoeffner Personnel Dynamics Consulting 2601 Lazy Hammock Lane, Fort Pierce, FL 34981 www.PersonnelDynamics.net Assessments · Consulting · Training

  2. Wild About HR!!!

  3. History of HR Payroll • _____?______ Management Human Resources Personnel

  4. What is Next Payroll • Talent Management Human Resources Personnel

  5. The Hiring Economy

  6. 5.3 5.7 US Bureau of Labor Statistics, March, 2015

  7. 5.3 5.7 US Bureau of Labor Statistics, March, 2015

  8. Unemployment 20152010 • Florida 5.7 11.3 • Indian River 6.9 13.0 • Brevard 6.1 11.4 • Osceola 5.8 12.5 • Volusia5.9 12.0 • Orange5.1 10.8 • Seminole 4.9 10.7 • Flagler 6.6 11.8 BLS – May, 2015

  9. 2010 Unemployment by County 11.3

  10. 2015 Unemployment by County US Bureau of Labor Statistics,. May 2015

  11. 2010 Unemployment by State

  12. 2015 Unemployment by State

  13. Do we feel the change?

  14. National Unemployment By Education US Bureau of Labor Statistics, April, 2015

  15. Florida Employed BLS – March 2014

  16. Are they staying longer? Average Tenure 2002 3.7 years 2004 4.0 years 2006 4.0 years 2008 4.1 years 2010 4.4 years 2012 4.6 years 2014 4.6 years

  17. Workforce Getting Older

  18. How Does This Affect HR?

  19. Talented Employees Have Choices!And the good ones may leave.

  20. Can You Afford to Make a Mistake? Do you know how much a mistake costs? Personnel Dynamics Consulting

  21. What Is A Hiring Mistake? Does Not Stay Mismatch With The Position Does Not Meet Expectations Work Habits Are Questionable Poor Attitude Causes Drama

  22. How Expensive is a Hiring Mistake? • How high is your turnover rate? • How much does it cost to lose an employee?

  23. Turnover Is Expensive

  24. How Expensive is a Hiring Mistake? www.TurnoverCalculator.com Coupon Code: FPHRA2015 3 Day Trial - Free

  25. Behavior Analytics When You Get Tired of Making Hiring Mistakes

  26. Behavior Analytics • When You Want To Select People Who Fit • When You Want To Develop Good Working Teams • When You Have To Drive Performance • When You Have To Coach Teams

  27. What Is Behavior Analysis? A Science Of How People Behave

  28. Origin of Assessments After WWII • Critical people failed • Great training was not enough • Some can, some can’t The first proto-type of the Predictive Index was created in 1955 by Dr. Arnold Daniels.

  29. Behavioral Science Knowing the differences in human behavior vs. Predicting human behavior

  30. Why Is This Important? TRADITIONAL BEHAVIORAL TYPOLOGIES Predicted Performance Past Performance Predictive Index Past Performance Predict Future Performance Demand & Reward Structure of the Environment Motives, Priorities, Value System

  31. Analyzing Your Applicants Knowledge Experience Skills Education Attitude/Values Literacy Health Intelligence Interest (What makes them do what they do)

  32. Analyzing Your Applicants Application Interview Knowledge Experience Interaction Skills Education Attitude/Values Literacy Health Intelligence Interest (What makes them do what they do)

  33. What Motivates Them Makes A Difference.

  34. How are they different? • Who is right? • Does the organization change depending who is holding this position?

  35. Is There Bias In Your Answer?

  36. What Do You See? Stimulus Response – It is how an individual will respond to the environment. It measures the foundation of behaviors that impact work performance. It reveals the motivating factors that cause a person to act.

  37. How Do You Balance Your Personal Bias?

  38. Predictive Index

  39. What Is PI? PI helps answer questions like: • What motivates them to action? • For what kinds of work are they best suited? • What meets their needs, and therefore unleashes their greatest energy and best efforts? • How do they reach their judgments around people and things? What is their basis for judgment?

  40. How Do We Do This? • Supervisor Completes the PRO (Analyze The Job)

  41. Analyze the Job The PRO • Measures the Behavioral Demands of the Job.

  42. The focus of this job is on achieving results which are aligned with the larger picture of the organization and its strategic goals. Initiative, coupled with a sense of competitive drive, and the ability to stay focused on results despite changing conditions, is the key to achieving the performance objectives of this job. Because environmental and organizational conditions change rapidly, the work involves innovation and creativity in generating ideas for quick response. Decision-making is focused on implementing practical, timely solutions. The job requires getting things done quickly and handling a variety of activities. Self-assurance, and the confidence to purposely drive toward results while constantly problem-solving and engaging the commitment of others is essential. A leadership style that is firm and goal oriented, and yet motivates, trains, and engages others in an enthusiastic way is important. The emphasis on building rapport and relationships with individuals and groups requires an outgoing, poised and persuasive communication style.

  43. What Are We Measuring? Low High Factor A – measures the drive to exert one’s influence on people and events. Factor B – measures the drive for social interaction with other people. Factor C– measures the intensity of a person’s tension and pace. Factor D – measures the drive to conform to formal rules and structure. D O M I N A N C E NORM AVERAGE LOW Relative to Norm Relative to Norm HIGH EXTROVERSION NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm P A T I E N C E NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm F O R M A L I T Y NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm

  44. How Do We Do This? • Supervisor Completes the PRO (Analyze The Job) • Individual Completes the PI (Analyze The Person)

  45. Analyze the Person Free Choice

  46. PI Report Self:what comes naturally. Self Concept: how they are trying to adapt to the environment. Synthesis: how they behave in their current job

  47. What Are We Measuring? Low High Factor A – measures the drive to exert one’s influence on people and events. Factor B – measures the drive for social interaction with other people. Factor C– measures the intensity of a person’s tension and pace. Factor D – measures the drive to conform to formal rules and structure. D O M I N A N C E NORM AVERAGE LOW Relative to Norm Relative to Norm HIGH EXTROVERSION NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm P A T I E N C E NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm F O R M A L I T Y NORM AVERAGE Relative to Norm HIGH LOW Relative to Norm

  48. How Do We Do This? • Supervisor Completes the PRO (Analyze The Job) • Individual Completes the PI (Analyze The Person) • Compare the PI (Person) Against the PRO (Job) (Analyze The Match)

  49. Paul Sampson Julia Thompson Brenda Jackson

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