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Presented by: John R. Eve Excellence Achievement LLC

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Excellence Achievement TM Dedicated to the performance excellence of organizations and people <ul><li>We provide services related to achieving excellence in organizations and people. </li></ul><ul><li>Profiles International TM has some of the most reliable, proven, cost effective, and useful people assessment tools on the market. </li></ul><ul><li>We work with all size companies from small to Fortune 500 companies and we focus on helping our clients resolve their people issues. </li></ul><ul><li>I personally ensure solutions we provide work. </li></ul>

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Founded in 1991 Now with o ver 700 Local Offices 40,000 Clients 100 Countries Profiles International TM is a leading people assessment company

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A few Profiles clients

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What some of our clients tell us: John Porretto, Executive Vice President University of Texas Health Science Center We reduced our turnover by a third, thanks to Profiles. Dave Lund Los Angeles Freightliner Using Profiles’ instruments slashed our turnover and increased gross profits by well over $100,000 a year. James M.D. Maloney, President United Freight Service, Inc. Profiles’ Internet convenience gives me the information I want when I need it.

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Companies face two types of problems…… Systems Problems People Problems Profiles International focuses on people problems.

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What people related problems are you struggling with?

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Studies indicate that People Problems are: <ul><li>The most costly – Companies today spend from 50% to 80% of their gross revenue on employee-related costs. </li></ul><ul><li>The most difficult to fix – They are emotional. </li></ul><ul><li>The hardest to isolate – No line item on the financial statement </li></ul><ul><ul><li>Recruiting cost </li></ul></ul><ul><ul><li>Turnover cost </li></ul></ul><ul><ul><li>Lost Opportunity cost </li></ul></ul>

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<ul><li>The Most Recurring </li></ul><ul><ul><li>Peter Drucker says 66% of hiring decisions prove to be wrong in 12 months and the people who are mis-hired seldom quit. They Stay! </li></ul></ul><ul><ul><li>67% of employed people have positions in which they are not happy. </li></ul></ul><ul><li>The Most Time-Consuming </li></ul><ul><li>Peter Drucker says 60% of management’s time is spent fixing people problems and just 40% working to achieve corporate goals. </li></ul>People Problems are:

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People are the key to the success of almost all endeavors. Jim Collins, author of Good to Great says: <ul><li>Put the right people on the bus. </li></ul><ul><li>Get the wrong people off the bus. </li></ul><ul><li>Put the people in the right seats on the bus. </li></ul><ul><li>The bus will take you where you want to go. </li></ul>

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Producers make a Difference! <ul><li>Unskilled / Semi-skilled </li></ul><ul><li>‘ Average’ workers output = 19% more than ‘Non-producers’ </li></ul><ul><li>‘ Superior’ workers output = 19% more than ‘ Average’ </li></ul><ul><li>‘ Superior’ workers output = 38% more than Non-producers’ </li></ul><ul><li>Skilled </li></ul><ul><li>‘ Average’ workers output = 32% more than ‘Non-producers’ </li></ul><ul><li>‘ Superior’ workers output = 32% more than ‘ Average’ </li></ul><ul><li>‘ Superior’ workers output = 64% more than Non-producers’ </li></ul><ul><li>Management / Professional </li></ul><ul><li>‘ Average’ workers output = 48% more than ‘Non-producers’ </li></ul><ul><li>‘ Superior’ workers output = 48% more than ‘ Average’ </li></ul><ul><li>‘ Superior’ workers output = 96% more than ‘Non-producers’ </li></ul>Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.

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Why do we continue to put the wrong people in our jobs? <ul><li>We do not see our employees as the #1 asset in our company. </li></ul><ul><li>We spend more time buying a computer than we do selecting people. </li></ul><ul><li>We believe that poorly selected people are a normal part of doing business. </li></ul><ul><li>We think we can change people. </li></ul>

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Our hiring practices may be too “instinctive” and not scientific enough.

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Have you ever hired someone who disappointed you?

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Resumes are often not the information we need…

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Resumes are not always reliable <ul><li>A majority of applicants stretch the truth on resumes! </li></ul><ul><li>More than half, 55%, lied about length of past em pl oyment. </li></ul><ul><li>Past salaries, 52% </li></ul><ul><li>criminal records, 45% </li></ul><ul><li>former job titles, 44% </li></ul><ul><li>former employers, 34% </li></ul><ul><li>driving records, 33% </li></ul><ul><li>degrees, 28% </li></ul><ul><li>credit, 24% </li></ul><ul><li>schools attended, 22%. </li></ul><ul><li>Some 15% percent falsify their social security numbers! </li></ul><ul><li>(SHRM Study) </li></ul>

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Interviews have a 14% success rate in identifying superior people! – Hunter & Hunter “Validity & Utility of Alternative Predictors of Job Performance”. Psychological Bulletin, Vol. 96, No. 1. p90

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How can we begin to fix this problem? <ul><li>By getting more information about our candidates. </li></ul><ul><li>By getting more information about our existing employees. </li></ul>

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How do we get this information? <ul><li>Careful Screening </li></ul><ul><li>Integrity assessments to measure attitudes toward theft, drugs, reliability, and work ethic. </li></ul><ul><li>Assessments to get information </li></ul><ul><ul><li>Behavior/ Personality </li></ul></ul><ul><ul><li>Thinking Style - abilities </li></ul></ul><ul><ul><li>Occupational Interests </li></ul></ul><ul><ul><li>Job Matching </li></ul></ul><ul><li>Effective Structured Interviews </li></ul><ul><li>Reference Checking </li></ul><ul><li>Drug Testing </li></ul><ul><li>Background Checks </li></ul>

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When you use all of your resources: Sources: Professor Mike Smith, University of Manchester, August 1994. John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance , Psychological Bulletin, Vol. 96, No. 1, 1984, p. 90 Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review , Personnel Psychology, Winter 1991, p.703. Michigan State University School of Business. 14% 26% 38% 54% 66% 75% Interview Reference Checking Personality Testing Abilities Testing Interests Testing Job Matching

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Using Assessments “ The appropriate use of professionally developed assessment tools on average enables organizations to make more effective employment-related decisions than the use of simple observation or random de cision making. ” “ Testing and Assessment: An Employer’s Guide to Good Practices” US Department of Labor Employment and Training Administration

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The Challenge is to get this information: <ul><li>Quickly </li></ul><ul><li>Easily </li></ul><ul><li>Cost Effectively </li></ul><ul><li>From a Single Source </li></ul>

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Provide the information to hiring managers. <ul><li>Understandable and easy to use </li></ul><ul><li>User friendly </li></ul>So they can make the best people decisions.

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Profiles International has practical, proven solutions.

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<ul><li>Provides employment history and a structured interview to explore potential issues. Assesses attitudes which affect future behavior. </li></ul><ul><li>Measures attitudes regarding: </li></ul><ul><li>Stealing </li></ul><ul><li>Substance Abuse </li></ul><ul><li>Reliability </li></ul><ul><li>Work ethic </li></ul><ul><li>Benefits include: </li></ul><ul><li>Reduced turnover </li></ul><ul><li>Reduced employee theft </li></ul><ul><li>Reduced absenteeism </li></ul><ul><li>Improved profits </li></ul><ul><li>Higher productivity </li></ul><ul><li>Fewer employee problems </li></ul><ul><li>Reduced liability </li></ul><ul><li>Cost Effective </li></ul>STEP ONE SURVEY

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STEP ONE SURVEY II <ul><li>Consists of two parts: </li></ul><ul><li>Direct Admission Questions </li></ul><ul><li>Applicants Attitudes </li></ul>

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STEP ONE SURVEY II <ul><li>Measures: </li></ul><ul><li>Personal Integrity </li></ul><ul><li>Substance Abuse </li></ul><ul><li>Reliability </li></ul><ul><li>Work Ethic </li></ul><ul><li>To help select honest, drug free, reliable employees </li></ul>

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ProfileXT <ul><li>Multi-purpose “Total Person” assessment to evaluate potential of candidates and employees. Proper placement and coaching improves sales and profits. </li></ul><ul><li>Measures the Total Person to </li></ul><ul><li>determine job fit by evaluating : </li></ul><ul><li>Thinking Style </li></ul><ul><li>Behavioral Traits </li></ul><ul><li>Occupational Interests </li></ul><ul><li>Benefits include improving: </li></ul><ul><li>Hiring decisions </li></ul><ul><li>Promotion decisions </li></ul><ul><li>Coaching </li></ul><ul><li>Placement into critical jobs </li></ul><ul><li>Career Counseling </li></ul><ul><li>Succession plan decisions </li></ul><ul><li>Retention </li></ul><ul><li>Productivity </li></ul>

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The Total Person 10% - Good But Limited Information: Skills, Experience & Company Match 90% - Essence of the Total Person: <ul><li>Thinking Style </li></ul><ul><li>Occupational Interests </li></ul><ul><li>Behavioral Traits </li></ul><ul><li>Job Fit </li></ul>

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<ul><li>Can the person do the job? </li></ul><ul><li>How will the person do the job? </li></ul><ul><li>Will the person want to do the job? </li></ul>What the ProfileXT Measures

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The JobMatch Pattern ™ <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show requirements for the jobs in your company </li></ul><ul><li>Use these patterns for: </li></ul><ul><li>Placement </li></ul><ul><li>Retention </li></ul><ul><li>Training </li></ul><ul><li>Promoting </li></ul><ul><li>Managing </li></ul><ul><li>Planning </li></ul>

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<ul><li>The Placement Report </li></ul><ul><li>The Individual Report </li></ul><ul><li>The Coaching and Managing Report </li></ul><ul><li>The Multi-Job Match Report </li></ul><ul><li>The Multi-Candidate Match Report </li></ul><ul><li>The Job Summary Report </li></ul><ul><li>The Job Summary Graph </li></ul>One Assessment Multiple Useful Reports

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Sales Indicator <ul><li>Measures the key qualities that make successful Sales People: </li></ul><ul><li>Competitiveness </li></ul><ul><li>Persistence </li></ul><ul><li>Self Reliance </li></ul><ul><li>Energy </li></ul><ul><li>Sales </li></ul><ul><li>Predicts performance in: </li></ul><ul><li>Prospecting </li></ul><ul><li>Closing Sales </li></ul><ul><li>Call Reluctance </li></ul><ul><li>Self Starting </li></ul><ul><li>Teamwork </li></ul><ul><li>Building & Maintaining Relationships </li></ul><ul><li>Compensation Preference </li></ul><ul><li>Benefits </li></ul><ul><li>Improved Sales </li></ul><ul><li>Increasing Sales Force Productivity </li></ul><ul><li>Sales Coaching </li></ul><ul><li>Career Counseling </li></ul>

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Performance Indicator <ul><li>Assesses the key behavioral factors that make employees successful. </li></ul><ul><li>Measures </li></ul><ul><li>Behavioral tendencies in critical, job related competencies. </li></ul><ul><li>Response to stress, frustration, and conflict. </li></ul><ul><li>How to motivate the employee. </li></ul><ul><li>Internal verses external motivation. </li></ul><ul><li>Benefits for the manager and employee include: </li></ul><ul><li>Improving productivity </li></ul><ul><li>Understanding what motivates </li></ul><ul><li>More effective management and coaching </li></ul><ul><li>Understanding team interactions </li></ul><ul><li>Self Awareness </li></ul>Can be used with an entire team to conduct a powerful Team Analysis!

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Customer Service Profile <ul><li>Assesses the attitudes and customer service proficiency of employees and job candidates in Healthcare, Financial Services, Hospitality, Business Services, and Retail. </li></ul><ul><li>Measures </li></ul><ul><li>Behavioral Characteristics – Trust, Tact, Empathy, Conformity, Focus, and Flexibility </li></ul><ul><li>Proficiencies – Vocabulary, Numerical </li></ul><ul><li>Benefits include: </li></ul><ul><li>Improved Service </li></ul><ul><li>Better Retention </li></ul><ul><li>More Satisfied Customers </li></ul><ul><li>Improved Sales and Profits </li></ul>

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Checkpoint 360 <ul><li>Process to help improve manager effectiveness by providing feedback from the full circle of people with whom they interact. The report explains how to improve. </li></ul><ul><li>Measures </li></ul><ul><li>Eight Universal Management and Leadership Competencies in 18 skill sets with Multi-rater input. </li></ul><ul><li>Utilizes on-line Skill building to improve and expand skills. </li></ul><ul><li>Benefits include: </li></ul><ul><li>Improved retention of managers and employees </li></ul><ul><li>Enhanced productivity, thus improving revenues and profits </li></ul><ul><li>Objective assessment of performance </li></ul><ul><li>Talent management for Succession Planning </li></ul>

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Workforce Compatibility <ul><li>Provides insight into compatibility between a manager and their direct reports. </li></ul><ul><li>Measures 7 compatibility characteristics: </li></ul><ul><li>Self-assurance </li></ul><ul><li>Self-reliance </li></ul><ul><li>Conformity </li></ul><ul><li>Optimism </li></ul><ul><li>Decisiveness </li></ul><ul><li>Objectivity </li></ul><ul><li>Approach to Learning </li></ul><ul><li>Benefits: </li></ul><ul><li>Increased manager and employee productivity </li></ul><ul><li>Reduced manager/employee issues </li></ul><ul><li>Faster assimilation of new managers </li></ul>

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<ul><li>“ In these days of talent wars, the best way to keep your stars is to know them better than they know themselves – and then use that information to customize the careers of their dreams.” </li></ul><ul><li>– “ Job Sculpting: The Art of Retaining Your best People” </li></ul><ul><li>Harvard Business Review </li></ul><ul><li>September. - Oct. 1999 </li></ul>Maximizing Productivity