Selection and hiring effectively is based on benchmarking the job/position. This presentation shows how it is done.

1. The Raymond Soroka Breakfast Series

2. Getting the Right People on the Bus Dr. Shayne Tracy Newhouse Partners October 20, 2010

3. AboutNewhouse Partners We partner with senior management and business owners as “trusted advisors” to provide ongoing counsel and resources to maximize business value in human capital, sales and marketing, finance and operations.

4. Finances of Turnover

5. Turnover from a Financial Perspective There are hard costs e.g. severance, legal There are soft costs e.g. training new employee There are hidden costs e.g. customer satisfaction 12% average turnover in businesses We fail to understand the full impact of turnover because cost are distributed across many different company departments & accounts. No one person is tasked with quantifying the costs

6. “One of the most significant causes of employee turnover, poor performance and productivity, low job satisfaction and engagement and corporate conflict is the mismatch between the position/job description and what the employee actually believes they are expected to do” Dr. Shayne Tracy

8. Performance

9. Productivity

10. Satisfaction

11. Engagement

16. Sample Key Accountabilities

17. Behavioural Indicators Benchmarked Position/Job Competencies Interview Questions

19. Candidate Competency Assessment Job-Candidate Comparison

23. Performance

24. Productivity

25. Satisfaction

27. TEN STRATEGIES TO KEEP GOOD PEOPLE CONT’D* 4. Make sure you have a fast track for distributing important information to your people. Nothing turns off talent quicker than to find out about company strategy after the fact. 5. Know what your people can and will do. Give them the opportunity to do those things e very day. 6. Freely give genuine encouragement and praise publically and privately. Spend time with your people

28. 7. Give managers the responsibility of having a development plan for talented people on their team and assume a partnership role with the employee to get it done. 8. Get to know people and continually update your understanding of your key people. Revisit people on a regular basis; their needs and wants change. 9. Train managers in productivity coaching and hold managers accountable for talent development within their units. 10. Teach and train managers in the art of High Touch. People want to be respected, recognized, and rewarded for outstanding performance *Adapted from Stephen J. Blakesley is Managing Partner of GMS Talent L P TEN STRATEGIES TO KEEP GOOD PEOPLE CONT’D

29. Questions?

30. What is the best time to Benchmark a job? When you are creating a new position When you are restructuring your business When you have a vacancy to be filled When you create a new org chart

31. Newhouse Partners 1472 Postmaster Drive, Suite 11 Oakville, ON L6M 2Y7 Office: 416.873.8684 www.newhousepartners.com