Insight at your fingertips Most hated tasks by managers # 1 - - PowerPoint PPT Presentation

Insight at your fingertips …

Most hated tasks by managers

#2 Hiring # 1 Firing

a. $30,000 b. $76,000 c. $90,000 d. $176,000 e. $250,000

The likely turnover cost of losing a sales representative earning $150,000 per year is ____

Pop Quiz

a. $30,000 b. $76,000 c. $90,000

• d. $176,000

e. $250,000

The likely turnover cost of losing a sales representative earning $150,000 per year is ____

Pop Quiz

• Entry Level – Hourly, Non Skilled (e.g. Fast Food Worker)

30 – 50%

• Service/ Production Workers – Hourly (e.g. Courier)

40 – 70%

• Skilled Hourly (e.g. Machinist)

75 – 100%

• Clerical/ Administrative (e.g. Scheduler)

50 - 80%

• Professional ( e.g. Sales Representative, Nurse, Accountant)

75 – 125%

• Technical (e.g. Computer Technician)

100 – 150%

• Engineers (e.g. Chemical Engineer)

200 – 300%

• Specialists (e.g. Computer Software Designer)

200 – 400%

• Supervisors / Team Leaders (e.g. Section Supervisor)

100 – 150%

• Middle Managers (e.g. Department Managers)

125 – 200%

JOB TYPE/ CATEGORY TURNOVER COST

as a % of

TURNOVER COST as a % of annual salary

Cost of a bad hire

Non-tangible cost of bad hires

Consequences

• f

Hiring errors

Company

High Turnover

Individual

Consequences

• f

Hiring errors

Individual

Poor Morale Low Engagement Low Motivation Low Job Satisfaction Low initiative Absenteeism Social Loafing Presenteism Negativity Poor Work Ethics High Likelihood of Leaving

Consequences

• f

Hiring errors

Company

High Turnover Poor Morale Lower Productivity Lower Overall Efficiency Lower Quality of Work Poor Customer Service Opportunity Cost Low Engagement “Us vs. Them” Attitude Conflicts, disagreements, complaints Stress, burnout

How to hire right?

Hire the right person the first time around

• Hire those who match the job, team and company
• Manage the gap between personality and “job persona”

Solution

Facilitate onboarding

• Facilitate integration into new team and work environment
• Train to improve areas that need to be developed
• Tailor job functions/tasks to new hire’s strengths and preferences
• Prevent future performance issues – address potential

problems before they start

Increase retention of top talent

• Career development
• Personal development
• Keep them challenged & interested
• Identify leadership potential

How to get a great fit?

Personality Values Beliefs Attitudes Motives

• Is this person a good fit into a company’s atmosphere and image?
• Which specific traits are a must for a position
• What makes him/her unique? Some quirks are adorable, some not

What is important to this person? What views of the world, others, and self does this person hold? What kind of a work ethic can you expect? Is s/he assertive, proactive, risk-taker, procrastinator? What drives the person?

Emotions

What makes the person tick? What stresses this person

• ut?

If put in a specific situation, how will this person respond? What makes this person behave this way?

Behaviour

What if

they all look like a

The Selection Process

Basics:

• Screening of résumés
• Phone interviews
• Interviews

Standard:

• Reference checks
• Background checks

Advanced:

• Assessments & tests
• Work sampling
• Interview with an

Organizational Psychologist

Candidate’s side

Similarity bias Primacy & Recency effects

First impressions Self-fulfilling prophecy Rationalisation

Halo effect

Cultural differences Interviewing skills Spinned résumés References

Hiring pitfalls

Interviewer’s side

JOB TYPE/ CATEGORY TURNOVER COST

as a % of annual salary

How to FIND

DIAMONDS in the

ROUGH?

• 3. Retain
• 2. Assess
• 1. Define

Assess and Conquer

The job ✓Task analysis ✓Job analysis ✓Job description The ideal candidate ✓Personality profile ✓Key characteristics and attitudes ✓Behavioral benchmarks for the position The team ✓Team roles ✓Team dynamics ✓Leadership style

• 1. Define

• Assess the incumbent
• Assess the candidate
• Assess match

✓Job fit ✓Team fit ✓Culture fit ✓Management style fit

• Perform gap analysis
• Assess performance
• Assess promotion readiness
• 2. Assess

• Retain talent
• Train for skills
• Manage gaps
• Manage performance
• Provide timely feedback,

good or bad

• Motivate according to

what really matters

• Promote from within
• Develop career
• Allow personal growth
• Build high-functioning

teams

• 3. Retain

ROI from training

ACTUAL BUSINESS RESULTS FROM TRAINING & DEVELOPMENT SETTING TARGET GROUP DESCRIPTION METHOD RESULTS Coca Cola First level supervisors 8 ½ day workshops Action planning

1,447% ROI

covering supervisor roles, Follow-up session Benefit/cost goal setting and team building Performance monitoring Ratio 15:1 HMO All Managers and employees Organizational Development Performance Monitoring 20,700 New members (team building Management

1,270% ROI

building, group meetings Estimation BCR 13.7:1 Customer service training Direct Sales All employees in the 20 hr. program spread over Action planning Payback of program Financial Services Division 60 days focusing on investment in 1 yr total quality mgmt Yellow Managers Redesigned interviews Follow-up interviews

1,115% ROI

Freight Performance appraisal BCR 12:1 Systems appraisal with training Performance monitoring interpersonal skills Federal Government New Supervisors 5-day intro to Follow-up questionnaire

150% ROI

• supv. course

BCR 12:1 covering eight key competencies Bakery Multi-Marques, Inc Supv./ Admin 15 hrs of supervisory Action Planning

215% ROI

skills training (Work process Including the analysis), role of training Performance Monitoring

But then again, you can’t assess everything … so focus on the essential!

Personality traits Values Beliefs Emotions Attitudes Motivators

Behaviours

Skills Knowledge

Technical competencies

• Theoretical knowledge
• Practical skills
• Level of expertise in particular

domain

Skills and Knowledge

• Leadership skills
• Management skills
• Emotional intelligence
• Coping skills
• Communication ability
• Soft skills
• Conflict skills

Types of tests used in HR

Aptitude, IQ and Achievement Tests

Psychological

• Objective

✓ Big 5 ✓ DISC ✓ MBTI

• Projective (big “No No” in HR)
• Ipsative vs. non-ipsative
• Mechanical reasoning
• Analytical reasoning
• Intelligence
• Intelligence types or

learning styles

• Work ethics
• Assertiveness
• Self-confidence
• Integrity
• Customer service
• rientation

Types of tests used in HR

When to use assessments?

Talent management & Retention Pre-selection

• f candidates

Evaluation of short-list Job matching & Onboarding Training needs assessment Team building Career development & Succession Planning

CAREER DEVELOPMENT

1. Use assessments as a learning and personal development tool 2. Optimize training process 3. Identify training needs (individual and groups) 4. Offer custom-tailored learning opportunities 5. Determine the effectiveness of your training process 6. Monitor individual progress 7. Assess who is ready for a promotion, more responsibility or learning

• pportunities

8. Groom young employees for future leadership positions

ONBOARDING

• 1. Focus on-the-job training

and coaching on areas that need development

• 2. Use insight from tests to

manage employees effectively

• 3. Tailor job functions to the

new hire's strengths and preferences

• 4. Facilitate integration into

existing teams

• 5. Prevent future performance

issues by addressing potential problems before they start

When to use assessments

PRE-HIRE

• 1. Prescreen for bad fit
• 2. Narrow down candidate pool to

those who meet minimum requirements (lenient cut-off points)

• 3. Assess candidates who make the

first cut for job fit

• 4. Narrow down candidate pool to

those with best potential

• 5. Interview top candidates with

test results in mind

• 6. Probe deeper to validate test

results

• 7. Evaluate trade-offs and culture fit

ENGAGEMENT & RETENTION

• 1. Optimize motivation
• 2. Understand what motivates

individual employees and manage accordingly

• 3. Ensure right job fit
• 4. Help them grow
• 5. Keep them challenged and

interested

• 6. Develop leadership and

management skills of those in charge

• 7. Monitor trends company-wide
• 8. Identify budding problems before

they escalate (e.g. stress levels)

CAREER DEVELOPMENT

• 1. Use assessments as a learning

and personal development tool

• 2. Identify training needs, optimize

training process, and determine its effectiveness

• 3. Offer custom-tailored learning
• pportunities
• 4. Monitor individual progress
• 5. Assess readiness for promotion
• 6. Groom young employees for

future leadership positions

When to use assessments

What Assessments CAN do

• 1. Save time & money
• Improving the size and

quality of candidate pool

• Narrowing down the

candidate pool to focus

• n good-fit candidates
• 2. Assess job-

relevant skills and traits

• Competency

model

• Job analysis
• Task analysis
• Incumbent
• Top vs. bottom

performers

• 3. Identify strengths

and areas for development

• Consider trade-offs
• Plan of action if hired
• Compare candidates

Strengths

• 4. Improve objectivity of

the selection process

• Paint a more complete

picture of a person’s skills and personality

• Provide objective,

standardized assessment, free

• f individual interviewer

biases

• Give a chance to real

diamonds in the rough … great candidates who are humble or untrained in interviewing skills

1. Replace human judgment 2. Make the hiring decisions instead of you 3. Predict performance with 100% accuracy 4. Guarantee candidate’s future success 5. Assess all factors that might possibly play a role in an individual’s performance 6. Guarantee accuracy for everyone (some particular circumstances in one’s life might skew results) 7. Prevent test-taker from “gaming” the test BUT

What Assessments CANNOT do

there are ways to minimize cheating and social desirability bias a) Validity scales (Impression management, Acquiescence, Social desirability index) b) Situational/behavioral questions rather than adjectives or short phrases c) Well-designed questionnaire (avoiding leading questions, ambiguity, double-barreled questions)

To combine deep insight into the human mind with artificial intelligence methods in order to advance understanding of the complexity of human behavior.

Our Mission

Our Values

• Innovation
• Integrity and fairness
• Objectivity
• Critical thinking
• Scientific method
• Flexibility
• Open-mindedness
• Openness to feedback
• Practicality
• Service mindset

Considered to be pioneer and leader in

• nline

psychological testing

• More than

200 scientifically validated tests

• More than

200 fun tests

• More than

400 trivia and IQ quizzes

• More than

100 million tests completed since 1996

• Traffic on

PsychTests’ websites exceeds 1.5 M unique visits a month

• Featured in many

TV and radio shows, textbooks, self- help books,

• nline articles,

newspaper articles and glossy magazines

• Artificial

intelligence research conducted by PsychTests is supported by R&D grants from Industry Canada

Accomplishments

Corporate clients

Competitive advantage

• Use of artificial intelligence

algorithms

• Large selection of assessments
• Tests developed in-house
• Customization
• High flexibility and optimized

development using a pool of more than 15,000 items/questions

• Custom versions of existing tests
• Custom-developed tests & systems
• Rebranding changes
• Ongoing validation studies and

revisions

• Outstanding customer service

Why Artificial Intelligence?

• Subject-matter-expert knowledge coded into

scoring system and report generator

• Reports generated in real time; no need to wait for

a human to analyze and interpret the results

• Approximation of human

reasoning in non-linear systems

• Increased precision
• Learning ability of the

system

Scientific validity

Scientific research

• Pilot studies
• Preliminary analysis of data to establish psychometric properties
• Revisions based on empirical data
• Large-scale validation studies with tens of thousands of subjects
• Continuous validation studies, revisions every 2-3 years
• Benchmarking studies

Scientific approach to test development

• In-house research
• Scientific literature search
• Interviews with subject matter experts
• Use of intuition and common sense
• Brainstorms and debates

ARCH Profile testing center

• Delivery system for professional users
• Used by:
• HR professionals (recruiters, head hunters, HR managers)
• Coaches, consultants
• Sports coaches
• Therapists and counselors
• Researchers
• Professors
• Students
• Bariatric clinics

ARCH Profile test battery

✓ Emotional Intelligence ✓ Analytical skills ✓ Non-verbal IQ ✓ Learning style ✓ Verbal IQ ✓ Logic IQ Personality ✓ DISC (Non-ipsative) ✓ AMPM (Big 5 model) ✓ Extroversion/introversion ✓ Locus of control ✓ Career personality ✓ Management & leadership ✓ Sales ✓ Customer service rep ✓ Call center rep ✓ IT ✓ Warehouse/Blue collar worker Aptitude and IQ Tests ✓ Caregiver ✓ Nursing ✓ Security guard ✓ Professional driver ✓ Teacher ✓ Hairdresser ✓ Creative problem-solving ✓ Entrepreneurship aptitudes ✓ Entrepreneurial personality ✓ Team roles ✓ Perfectionism ✓ Clerical worker ✓ Retail sales associate ✓ Store manager ✓ Franchisee ✓ Telemarketer

✓ Social skills ✓ Communication ✓ Listening ✓ Leadership ✓ Coping skills Work ethics, Values and Attitudes ✓ Career motivators ✓ Accident proneness ✓ Integrity ✓ Work style ✓ Assertiveness ✓ Ambition ✓ Career change readiness

ARCH Profile test battery

✓ Coachability ✓ Goal-setting skills ✓ Sensitivity to criticism ✓ Success likelihood ✓ Team player ✓ Turnover probability ✓ Self-control & self-monitoring ✓ Creative problem-solving ✓ Negotiation skills ✓ Time management ✓ Organization ✓ Goal-setting

ARCH Profile – Basic features

Administrator interface

• Add users
• Insert additional information about users

(gender, preferred language, internal tracking number)

• Assign tests to users
• Select whether they can view their own results
• r not
• Send invitations, reminders and other

notifications to users with their login information

• Gain instant access to assessment reports
• Store and retrieve past assessment reports
• Print the report
• Download the report as a PDF and email the

results to anyone

Test-taker interface

• Invitation via email
• Simple login and navigation
• List of assigned tests with time estimates
• Clear, easy-to-use test procedures
• Save progress and exit
• View test report if enabled by

administrator

2. Time saving benefits

• Shortcuts and work flows
• Groups
• Data export
• Email invites and

reminders

• Custom email templates
• Send results by email

1. Decision support tools

• Instant reports

(web or PDF)

• Benchmarks (general,

industry, custom)

• Interview questions
• Comparison tools
• Job analysis
• 360 & multi-rater

assessments

ARCH Profile benefits

Benchmarks

Performance

Match

Compare

Job analysis Set standards

Criteria

Customized industry benchmarks that you can be modify to your preference (e.g. taking scores in the top range) Obtain a clear idea of how job candidates stack up against industry standards. Discover budding leaders by benchmarking them against existing leaders. ✓General population ✓Professionals in various industries ✓A specific education level ✓Custom benchmarks Obtain match scores based on selected criteria

Benchmarks

The problem:

Asking generic interview questions will result in generic, rehearsed answers (e.g. perfectionism or workaholism as a response to “What is your biggest fault?”)

Ask questions that

• Are tailored to the position
• Are based on a person’s results on a test
• Validate a person’s strengths
• Bring their limitations to the forefront
• Assess a person’s reaction to real work

situations

Interview questions

To get to the root of a candidate’s personality, you need to ask questions that don’t just scratch the surface, but dig beneath it. Practical, relevant, direct, and no-nonsense interview questions allow for deeper insight and as a result, better-informed hiring decisions.

The solution:

• Put the onus on the candidate to prove that

they are as good as they say they are on paper; to provide examples that show their strengths and their desire to learn and improve.

Comparisons

• Compare two or more individuals on

different skills and traits to help you determine

• Which job candidate best fits a

position

• Which employee is best-suited for a

promotion with more responsibility

• Who has the best communication,

leadership, or risk-taking skills – or whichever characteristic you would like to isolate

• Set filters and cut-off points
• Sort according to the most important

criteria

• Compare against benchmarks
• Obtain match scores based on your

criteria

• Save your comparison reports for

future reference

2010 EIQ 360 TEAM 360

Team 360

34 areas of team performance

MANSSA 360

Management Skills and Styles

30 traits and skills

EES 360

Flavors of 360 Orbit

Reports include Advice, Tips and Practice exercises

Employee Engagement Survey Emotional IQ

14 competencies

Performance Review

31 aspects of performance

PERR 360

JAM- Job Analysis Matrix

• 1. KSAO

Knowledge required for the position Skills required to complete the relevant tasks Abilities needed to perform successfully and consistently Other traits/skills that can be an asset in the position

• 2. Multi-rater

functionality

Multiple raters :

• 1. Choose the

KSAOs required for the position

• 2. Rate the

importance of each KSAO

• 3. Weighted
• pinions

The opinion weights of different raters, based on their familiarity with the job, are used to improve the precision of results

• 4. Improved

precision

A JAM report that provides a list of the most relevant KSAOs A weighted score for each of the KSAOs based

• n the input of the raters

A breakdown of the importance and expertise level needed for each KSAO

ROI – Case study

• A medium sized resort, which has earned a reputation as a leader

in its market for 15 years, was experiencing extremely high turnover rates.

• The management turned to ARCH Profile for their HR needs.
• After 9 months, they have increased new hire success rate to 72%

(nearly double the industry average).

• They have saved 38% of their entire HR budget, and that figure

continues to climb!

ROI – Case study

Average turnover rates

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% Hospitality industry Resort's baseline Resort's rate with ARCH Profile

Example - MANSSA

Observable behaviors:

• High ambition and drive
• Relatively easily stressed out
• Insufficient time management

skills

• Rather inflexible
• Limited coping skills
• Perfectionist tendencies
• Decent decision-making
• Low self-confidence
• Doesn’t delegate effectively
• Uncomfortable with providing

feedback

• Some problems with self-

monitoring

20 40 60 80 100 Self-monitoring Giving feedback Delegating Communication skills Self-confidence Decision-making Perfectionism Coping skills Flexibility Time management Stress management Drive

Selected results from MANSSA for Joe Schmoe

Name: Joe Schmoe Age: 34 Occupation: Team leader Industry: IT Education: Bachelor degree Employer: Large telecom corporation

Coaching example using MANSSA

• Joe is very ambitious and driven, likes to be in charge and

enjoys being in a position of power. However, he is not quite ready to take a mid-level management position because he still lacks many skills.

• He has trouble managing stress, and this is happening because
• f a few inter-twined reasons:
• He doesn’t manage well his time, is scattered and wastes time trying to

multi-task

• He doesn’t have much self-confidence, and possibly suffers from

imposter syndrome; this makes him inflexible and defensive

• His perfectionism makes it difficult to make decisions, causes delays and

possibly results in procrastination.

• Because he doesn’t have confidence in his direct reports + requires

perfection, he doesn’t delegate, hoarding tasks and switching between tasks => vicious circle

Coaching example using MANSSA

• He lacks effective communication skills, which
• makes it difficult to resolve conflict
• results in discomfort when providing negative feedback, and

awkwardness with praise and positive feedback

• He has difficulty with self-monitoring, especially in highly

stressful situations, and when it comes to conflict

• Avoids confrontations when possible (would rather complete a task

himself, so that he doesn’t need to delegate and deal with problems)

• When conflict or disagreement are unavoidable, he may occasionally

blow-up in conflict situations, especially when his fragile ego is threatened

• Likely has difficult accepting and implementing feedback (may get

defensive, irritated, hurt, deflect blame and responsibility)

Important PsychTests links

• ARCHProfile.com:

http://www.archprofile.com

• Test catalogue:

http://www.archprofile.com/corporate/g/v/i/PP1_cat

• White papers:

http://archprofile.com/corporate/tools/resourcesb

• Request FREE Trial:

http://archprofile.com/corporate/demo

• Bad Hire Calculator:

http://archprofile.com/corporate/tools/calculator