Informaion on the cost associated with varying performers. Using a selection process that includes skill fit, company fit and job fit to predict future \'superior\' performance
2. The right people can be the difference between extinction & survival, profit & loss… … Seem too big a statement?
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6. X 0.19 = Average Salary? Your cost per ‘Average’ = Unskilled Skilled Total Exposure if all ‘average’ (total i + ii + iii) (i) Management X 0.32 = X = (ii) X 0.48 = X = (iii) = (iv) Cost of ‘Average’ vs. ‘Superior’ Performers Your cost if all in this category ‘average’ Percentage of salary investment at risk = $40,000 $12,800 25 $320,000 $60,000 $28,000 10 $280,000 $790,000 30% # in this category X $20,000 $3,800 50 $190,000
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8. To ensure that every “people” decision – whether hiring, placement, promotional or development is aimed at promoting ‘superior’ performance in at least one of your positions Your Challenge
10. “ It’s not experience – or college degrees – or other accepted factors… … (it) hinges on fit with the job.” Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5.
11. 6 Months After Hire: “…persons who had been matched outperformed to a statistically significant degree, those who had not been matched…” 14 Months After Hire: “Moreover, the differences widened after 14 months” Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5.
12. Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5. Without Job Match They also stay longer – saving a fortune on recruitment costs! Low Turnover Industry High Turnover Industry % left / fired after 6 months 46% % left / fired after 14 months 57% % left / fired after 6 months 25% % left / fired after 14 months 34% With Job Match 24% 28% 5% 8%
13. “ Contented Cows Give Better Milk” Bill Catlette & Richard Hadden “… companies will need to reorient their recruitment and selection processes by hiring “for fit” rather than mere credentials…”
14. You get just two bites at Superior performance Place the right people the first time Coach the people you’ve got
15. Have you ever hired or promoted someone who did not live up to your expectations?
16. Have you ever hired or promoted someone who greatly exceeded your expectations?
18. “ If only I had known that Joe…” … predicting superior performance is all about having enough of the right information when you make people decisions
19. ? “ Checking the Past” The Selection Process is... & “ Reviewing the Present ” “… to predict future ‘superior’ performance” Company Fit Attitudes,Values, Demeanor, Appearance, Integrity Skill Fit Education, Training, Experience, Skills, Etc.
20. Here’s what you see & hire/promote… Here’s what you get! Here’s what you see & hire/promote…
21. Here’s what you see & hire/promote… Here’s what you get!
23. … in predicting ‘superior’ performance The missing third is... Company Fit Attitudes,Values, Demeanor, Appearance, Integrity Job Match Personality, Abilities, Interests Skill Fit Education, Training, Experience, Skills, Etc.
24. 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
