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Who Can Do the Job: Building an Accurate Behavioral Profile. Steve Waterhouse steve@predictiveresults.com Email for a copy of slides. A PI Worldwide Member Firm. Assessments · Consulting · Training · Coaching. ROIs : 1) Identify the key factors needed for a valid profile.
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Who Can Do the Job: Building an Accurate Behavioral Profile Steve Waterhouse steve@predictiveresults.com Email for a copy of slides A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching
ROIs: • 1) Identify the key factors needed for a valid profile. • 2) Identify and adjust for company specific issues. • 3) Adjust a profile for the needs of specific leaders.
Hire qualified applicants. • Fairly assess the knowledge, skills, abilities and other (KSAO’s) of all applicants. • Use a valid, objective process for evaluation.
Can They Do The Job • Do we have clear requirements? • Did we develop them with an effective and objective process. • Are they up-to-date and forward looking? • Did we include knowledge, skills, abilities and other (KSAO’s) • Other = Behavioral Charteristics
Effective and Objective Process • Is it an Effective Process • Does it result in internal agreement? • Does it provide clear selection guidance? • Is it executable? • Is it legal? • Does it result in improved metrics?
Is it legal? • Challenges to the use of employment tests account for only 0.5% of EEOC Claims. • Legally defensible employment testing is now one of the safest harbors offering shelter from the howling gales of class-action EEOC litigation (Sharf & Jones, 2000). • This is not legal advice which can only be give by an attorney.
Is it legal? • Is it construct valid? • Is it valid for predicting job performance? • Is it neutral against protected classes? • This is not legal advice which can only be give by an attorney.
Effective and Objective Process • Is it an Objective Process • Is it business-results driven? • Can it be applied to all applicants? • Is it easily replicated?
Do Requirements Match Your KPI’s • Key Performance Indicators • Used to evaluate individual • Must be defined • Must be agreed upon
Gaining Consensus Example from the PRO, Performance Requirement Options
Comparing Top Performers with Everyone Else TopPerformers All others
HR’s Input is Critical • Adjust for situational variables • Adjust for supervisors • Adjust for future needs Page 24
What Makes The Right Hire? PRO Behavioral Demands of the Job Education & Experience Requirements Job Performance Key Result Areas PI Consultant Experience Job Analysis PIs Top Performers Assess Culture Stable, Changing Team Concept Boss/Leader Team Members PI Job/Validity Study
Identify and Develop Leadership and Manager Leaders need to demonstrate •organization building while multi-tasking •tension between democratic/ participative vs. autocratic/ entrepreneurial •expert maintenance •process control •task management • entrepreneurial drive •push change •compete Leadership Strategy
Who Can Do the Job: Building an Accurate Behavioral Profile Steve Waterhouse steve@predictiveresults.com Email for a copy of slides A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching
Sales Teams are Underperforming Opportunity • Typically the top 25% can outsell the bottom 25% by 200% - 500% or more. Page 28
The Problem Before WWII • “90 Day Wonders” • Great training = Great performance
The Reality After WWII • Critical people failed • Great training was not enough • Some can, some can’t
How Top Dealers Do It • Know what top performers look like • Attract high potential candidates • Identify them quickly (before interviews) • Hire them before they get away • Manage them effectively
Enhance Executive Team Coaching and Motivation Identify Leaders and Managers Attract, Hire and Retain Talent Predictive Index helps…
What Dealers Ask Us To Do • Increase Sales • Improve CSI Ratings • Reduce Turnover • Reduce Mistakes • Eliminate Accidents
Bottom Line Results • 100% Increase in Sales • 50% Lower Turnover • 21% Increase in Revenue • 24% Net Growth • 15% Increase in Customer Service Ratings • 30% Reduction in Staff Requirements • $1M Bottom-Line Savings
How Top DealersHire Top Sales People Steve Waterhouse President A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching
How Top Dealers Hire The Best Sales People Steve Waterhouse President A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching
Certification Validity Studies Roll Out Check in Evaluate Selection Develop Ideal PI’s for critical jobs Review progress and data. Adjust as needed. Meet with recruiters to discuss progress Begin recruiting Train Recruiters Train Managers Leadership Meet with managers to discuss progress Survey all employees Managers meet with their teams Meet with Senior Management to review metrics
How To Grow Dealership Profits in Any Economy Steve Waterhouse President A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching
Attract, Hire and Retain Talent • Define and Attract Ideal Candidates • PRO pattern development • Validation studies • Customize advertising • Improve Interviewing Process • Improved job matching • Improved interviewing
Identify and Develop Leaderships and Managers • Identify leaders • Who fits corporate needs and culture • Highlight coaching needs • Build leaders before you need them • Identify motivations and drives • Individual understanding build success
ImproveCommunications Skill + Insight Effectiveness
Predictive Results 1467 Walnut Creek Drive Orange Park, FL 32003 904-269-2299 Steve Waterhouse President Assessments · Consulting · Training · Coaching
The Predictive Index Process • Assess People