Presented to:

1. Presented to:

2. Overview In a recent survey of over 500 top private and publicly held companies, the following were confirmed as the biggest talent management challenges: • Acquiring key talent • Retaining key talent • Increasing workforce productivity • Succession planning • Building leadership capability • Driving behavioral change in the organization

3. Overview • Haworth has selected HR Chally and their representative Advantage Performance Group to assist in our sales and leadership selection process. • The Chally assessment tools used by Haworth have been customized for our dealer network and are now being offered to assist you in the selection of dealer principals and sales managers. • Dealers who choose to use Chally’s assessment process will receive four assessments annually under Haworth’s dealer program.

4. Objectives for Today • Overview of Chally and the assessment • Effectively using the assessment for selection • Understanding the Dealer Profiles • Review Sample Reports • Understanding the Results

5. About Chally • Founded in 1973 through a grant from the U.S. Justice Department • In-depth assessment and performance data on over 300,000 effective performers • In excess of 200 studies conducted to create a database of 156 validated work performance skills • A predictive solutions for management, sales, technical, customer care, and administrative positions • Today Chally serves clients from small to large to global with client results representing… • Up to 30% reduction in turnover • Up to 35% increase in employee productivity • 85%+ accuracy in identifying effective performers

6. The Chally Assessment • Assessment items were written to avoid face-validity in order to minimize one’s ability to contrive or manipulate results • Accuracy of the measures was insured by the rigor of the statistical process to develop them rather than item content • Research has shown that results remain consistent over time if assessment-taking approach or mindset is held constant

7. TheChally Assessment • 288 question assessment, no matter the position • Available in 13 languages, questions modified for cultural differences • Does not have to be taken in a controlled environment • Takes 45-60 minutes to complete (not timed) • True/False and multiple choice questions • 4 sections • Self-Descriptive Index • Motivational Analysis Profile • Sales Orientation • Mental Abilities Test (additional 36 questions only included when assessing against a management level profile)

8. The Chally Assessment An Effective Selection System Should Include -

9. What is a Profile? • A select group of skills that statistically differentiates top and bottom performers for a specific position • The Chally assessment compares an individual against one of Chally’s validated profiles (or a customized profile created for a client) and measures whether the individual is predicted to be successful in a specific role based on their scores on job skills that research has shown are critical for success in that role • It’s not about finding “superstars,” it’s about NOT hiring “mismatches”

10. The Predictive Profile How does Chally know that the skills within a profile are predictive? • Follow-up research on major Chally assessment users finds that: • 85-90% of candidates “Recommended” perform well • 75-80% of candidates “Not Recommended” do not succeed on the job

11. Selected Profiles • Dealer Principal-Example shown in following slides • Sales Force Management • New Business Developer • Account Manager • Controller

12. Summary of Skills – Dealer Principal • Project Approach • Profit Conscious in a Management Role • Takes Initiative in a Business Unit • Develops Technical Competence • Takes Responsibility For Results as an Entrepreneurial Manager • Ability to Learn the Business • Directs and Controls Others in a Business Unit • Practical Intelligence • Analytical Ability

13. Dealer Principal Predictive Position Profile Creating a High-Performance Organization

14. Dealer Principal Predictive Position Profile Creating a High-Performance Organization

15. Predictive Position Profile Dealer Principal Creating a High-Performance Organization

16. Dealer Principal Predictive Position Profile Creating a High-Performance Organization

17. Dealer Principal Predictive Position Profile Creating a High-Performance Organization

18. Dealer Principal Predictive Position Profile Creating a High-Performance Organization

19. Predictive Position Profile Dealer Principal Creating a High-Performance Organization

20. Predictive Position Profile Dealer Principal Creating a High-Performance Organization

21. Predictive Position Profile Dealer Principal Creating a High-Performance Organization

22. The Assessment Report • Individual Skill Scores • 50% or higher = Strength • 40-49% = Coachable or Developmental • Below 40% = Not natural, requires a “work around” • Capacity versus Capability • Capacity = the potential as measured by the predictive skill score • Capability = actual experience and knowledge that supports the skill potential

23. The Assessment Report • Bottom-Line Recommendation • Recommended • Average of skills is above 50% • Recommended with Concerns • Average of skills is 50% to 65% with one or more scores under 30% • Not Recommended • Average of skills is less than 50%

24. SAMPLE MANAGER REPORT MANAGER ASSESSMENT REPORT

25. Bottom-Line Recommendation • Recommended • Recommended if concerns addressed can be resolved • Not recommended Describes the candidate’s candor in responding to questions The Position Job Skills Sample Manager Assessment Report

26. Definition of skill and graphic rating of level of competence Practical coaching tips for training and development Prediction of typical on-the-job behaviors and limitations Sample Manager Assessment Report

27. Motivation or habit that is very evident in the candidate (+70% or -30%) compared to other successfully employed individuals Suggestions for a manager to best focus and motivate the candidate Sample Manager Assessment Report

28. How Do I Interpret This Report? • The typical successful person has some very strong features and, therefore, by necessity, will have some equal and opposite weak features. • The information gained can be used to highlight areas where coaching and training can help the individual be more successful.

29. Sharing Assessment Results - Candidate • Because the assessment is only one part of your selection decision, it is not recommended that results be shared with candidates • Common mistakes: • Manager mentions that the candidate “failed that test” • Candidate is told they weren’t recommended without providing any context • Candidate given a copy of the report with no explanation of results! • Chally recommends that results be shared with new hires as part of their on-boarding and development process

30. Next Steps • Dealers interested in using the Chally assessment process should contact Dedria Moore. Email her deemoore@chally.com and provide the following information: • Upon receiving your user ID and password you will be receive instructions on how to order assessments online. • For ordering assistance, contact Dedria Moore at 1-800-254-5995.

31. THANKS