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A Strategic View of HiringPresented by
Rick TiemannThe Executive Group
www.theEG.com
Rick TiemannOver 42 years of business experience to include international business work.
Owned three companies before the age of 30.
Former President of $75M Fire and Security Company
Experienced in mergers and acquisitions to include turnarounds and employee
integration.
Since 1991 served as behavioral coach to presidents, executives, managers and sales
Evaluated over 13,000 assessments
Belief is that one of the biggest challenges facing businesses today is how to make change
stick.
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The Executive Group
Started in 1991 to help organizations develop their business and organizational needs.
A consulting firm offering a vast array of services to enhance individual and organizational effectiveness.
Supports clients in the areas of Selection Leadership Development Executive Coaching Organizational Effectiveness Business Development and Strategic Planning Sales Force Optimization Change Management
Today’s Learning Objectives
1. Take an in-depth look at behavior
2. Look at how behavior impacts performance
3. Understand how assessments play a part
4. Understand the difference between assessments
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Technical Competencies
JobCompetencies
PersonalityBehavioral
Makeup
Behavior
Goals
Fears
Attitude
Motivators
Values
Ethics
Habits
Work Ethic
Emotional Intelligence
Problem Solving
Thinking Style
Work with in a team
Problem Solving
Self Directed
Writing Code
Programming
Behavior is the biggest predictor of performance
PerformanceExpectations
Job Results
Outcomes
Balanced Scorecard Approach
Background / Work History Skills and AbilitiesEducation and TrainingCompetency EvaluationResume and InterviewReference CheckAssessments
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Selection Criteria1. Experience
A. Relative experience
B. Quality of experience
C. Progressive growth
2. Education
A .Education related to job content
B. Technical skills
C. General knowledge
3. Skills and Aptitudes
A. Thought patterns
B. Analytical ability
4. Qualities and traits
A. Goals and ability to follow through
B. Professional commitment
C. Real versus ideal expectations
D. Strengths and weaknesses
E. Ability to get along with others
5. Other
A. Agreement with organization's mission and goals
B. Acceptance of policy and procedure
C. Understanding the job role and functions
D. Realistic career goals versus job opportunities
Interesting People
Mr. Bob – Branch Manger
Ms. Marissa – Operations Manager
Mr. Dave – Sales Manager
Ms. Jill Barad – CEO Mattel
Mr. George Ivestor – CEO Coca Cola
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We HIRE for…ExperienceEducationSkill LevelPersonal Chemistry
We FIRE for… Attitude Behavior Interpersonal Skills Performance Personality
Why we Hire (vs) Why we Fire
Behavior
It’s the biggest predictor of performance.
Matching the right people to the right jobs is critical to driving your business initiatives and
future growth.
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Why Behavior?
The single biggest predictor of performance
The leading contributor to job success
You cannot change a person’s behavior.
Behavior drives the competency
Desirable Behaviors in the Workplace Respect for others
Drive and capacity to learn
Able to engage in collaborative discussions
Reliable, conscientious
Good self‐awareness
Uses influence to be productive for the enterprise
Good balance of compassion and business objectivity
Emotionally resilient
Able to reflect and learn from mistakes and success
Seeks feedback and asks for constructive criticism
Consistently gets good results
Works well in a team and can also be independent
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Problematic Behaviors in the Workplace High need for social approval
High need to impress with low need for approval
Does not pick up on social cues of others
May not posses enough self‐insight
Over engages conversations / poor listening
Makes decisions in isolation of others
Can be harsh, critical and unemotional
Anger and aggressive tendencies
High need for change and control
Passive‐aggressive
Dominate / Dependent
Will alienate people (love / hate relationships
Egotistical
Condescending, talks down to others
Problematic Behaviors in the Workplace
Needs to have fun and explore but hates society rules and bucks the system with no internal self discipline to offset the need for fun
Aggressive and angry at the world and has a chip on their shoulder and
prone to fight
Does not cope with things in general
Idealist who is out of touch with reality
The world is bigger than me and I don’t know how to cope with it.
Somber person who has little self esteem and down on life in general
Sees the world as hostile and negative and not fun so life becomes challenging
Highly impatient and critical of others and things surrounding their world
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Can you predict behavior?
Can you predict behavior?Hi Rick,
It looks as though things are going well with the book. Would you be able to take a look at Mr. B’s read‐back. You told us he had a temper and strongly suggested we should not hire.
We are looking at termination. He used his fist to break a machine controller and he has had several outbursts. I have some Facebook posts that make me very uncomfortable.
Terri T, SPHR
Human Resources Manager
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Understanding Assessments
How many of you would use an
assessment that only had a
reliability score of .5?
Understanding Assessments
It’s not what a test tells you, it’s what it doesn’t tell you.
It’s not what a test doesn’t tell you, it’s what it can’t tell you.
2 Key Points to Understand
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Understanding Assessments
Distinguishing the Simple from the Sophisticated
Validity Reliability Distortion Test Construct Test Content
Types of Assessments• Basic Behavior
Assessments• DISC• Extended DiSC• PI (Predictive Index)• Myers-Briggs (MBTI)• Birkman (color coded)• Profiles International
(Profiles XT)• Caliper• Target International• Pradco• FiroB• Reid London House
• Psychological Assessments
• 16PF• Hogan• CPI• OPQ• NEO• Strong Interest
• Clinical Tests
- MMPI
• Skills Tests• Typing Tests• MS Office Tests• GNeil Skill Sets • Bennett Mechanical • Mechanical Concepts• Ramsay Electrical
Aptitude
• Reasoning Tests• Wonderlic• Thurstone Test of
Mental Alertness• Watson-Glaser• Ravens• Culture Fair
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EI - Emotional Intelligence
PersonalCompetence
How they managethemselves
Self-awarenessSelf-management
SocialCompetence
How they managerelationships
Social awarenessRelationship management
DiSC and PI (Predictive Index)
DiSC PI
D - Dominance A - Dominance
I - Influencing B - Influencing
S - Steadfast C - Steadfast
C - Compliant D – Compliant
Are there really only 16 kinds of people?
When you put people into a category (BOX) rather than rate them on a scale it tends to pigeonhole and label people.
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Preferred Assessments16PF
Hogan
DiSC
Preferred Critical Thinking and Skills TestsWatson Glazer
Thurstone Test Mental Alertness
Culture Fair
Ramsay Electrical
Mechanical Concepts
The 16PF® QuestionnaireA Tool for Organizational Development
One of the most widely used personality tests in the world, available
in over 34 languages.
Supported by extensive research and highly validated with over
3000 published articles written
Statistically proven indicators of behavior and performance
Meets EEOC and Affirmative Action requirements
One instrument for multiple job classifications
A selection tool and a development tool
Allows organizations to create one common dialogue
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A Complete System for Organizational DevelopmentOne Assessment – Multiple Applications
Organizational Development and Training
Validation Studies
Selection for All Levels
PromotionCareer Pathing/
Succession PlanningExecutive/Sales
Development and Coaching
16 PF
16 Personality FactorsA Warmth L Vigilance
B Reasoning M Abstractedness
C Emotional Stability N Privateness
E Dominance O Apprehension
F Liveliness Q1 Openness to Change
G Rule-Consciousness Q2 Self-Reliance
H Social Boldness Q3 Perfectionism
I Sensitivity Q4 Tension
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Bipolar ScalesFactor
A
B
C
E
F
G
H
I
L
M
N
O
Q1
Q2
Q3
Q4
Left Meaning (-)
Reserved, Impersonal, Distant
Concrete
Reactive, Emotionally Changeable
Cooperative, Avoids Conflict
Serious, Restrained, Careful
Expedient, Nonconforming
Shy, Threat-Sensitive, Timid
Utilitarian, Objective, Unsentimental
Trusting, Unsuspecting, Accepting
Grounded, Practical, Solution-Oriented
Forthright, Genuine, Artless
Self-Assured, Unworried, Complacent
Traditional, Attached to Familiar
Group-Oriented, Affiliative
Tolerates Disorder, Flexible
Relaxed, Placid, Patient
Right Meaning (+)
Warm, Outgoing, Attentive to Others
Abstract
Emotionally Stable, Adaptive, Mature
Dominant, Forceful, Assertive
Lively, Animated, Spontaneous
Rule-Conscious, Dutiful
Socially Bold, Venturesome
Sensitive, Aesthetic, Sentimental
Vigilant, Suspicious, Skeptical, Wary
Abstracted, Imaginative, Idea-Oriented
Private, Discreet, Non-Disclosing
Apprehensive, Self-Doubting, Worried
Open to Change, Experimenting
Self-Reliant, Solitary, Individualistic
Perfectionistic, Self-Disciplined
Tense, High Energy, Impatient, Driven
Problematic Behaviors in the WorkplaceA+ Q2‐ High need for social approval
H+ A‐ High need to impress with low need for approval
H+ I‐ Does not pick up on social cues of others
H+ O‐ May not posses enough self‐insight
H+ N‐ Over engages conversations / poor listening
A‐ Q2+ Makes decisions in isolation of others
E+ I‐ L+ Can be harsh, critical and unemotional
E+ L+ Anger and aggressive tendencies
E+ Q1+ High need for change and control
E‐ L+ Passive‐aggressive
E+ Q2‐ Dominate / Dependent
L+ A‐ Will alienate people (love / hate relationships
E+ H+ O‐ Egotistical
E+ L+ A‐ Condescending
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Problematic Behaviors in the Workplace
F+, H+, G-, Q3- Needs to have fun and explore but hates society rules and bucks the system with
no internal self discipline to offset the need for fun
E+, L+, Q1+ Aggressive and angry at the world and has a chip on their shoulder and prone to fight
C- O+ Does not cope with things in general
I+ M+ Q1+ C- Idealist who is out of touch with reality
E-, F-, O+, C- The world is bigger than me and I don’t know how to cope with it.
O+, F- Somber person who has little self-esteem and is down on life in general
O+ F- L+ Sees the world as hostile and negative and not fun so life becomes challenging
E+ L+ Q4+ Highly impatient and critical of others and things surrounding their world
Areas of Potential Concern
Social withdrawal (A-)
Low reasoning (B-)
Low frustration tolerance (C-)
Submissiveness (E-)
Low energy (F-)
Unconventional attitudes (G-)
Shyness (H-)
Suspiciousness (L+)
Too impractical (M+)
Worrying (O+)
Too closed to change (Q1-)
Not a team player (Q2+)
Disorganized (Q3-)
Impatience (Q4+)
Low impression management(IM-)
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Areas of Potential Concern Social withdrawal (A-)
Low reasoning (B-)
Low frustration tolerance (C-)
Submissiveness (E-)
Low energy (F-)
Unconventional attitudes (G-)
Shyness (H-)
Suspiciousness (L+)
Too impractical (M+)
Worrying (O+)
Too closed to change (Q1-)
Not a team player (Q2+)
Disorganized (Q3-)
Impatience (Q4+)
Low impression management(IM-)
Personality and Job FitCore Traits of a Salesperson A+ Warmth B+ Reasoning C+ Emotional Balance E+ Competitiveness / Drive F+ Spontaneity G+ Conscientiousness H+ Social Boldness O- Self Confidence
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F9 H9 = Shows outgoing attitude
C3 L10 O8 = 3 areas of potential concern
C3 O8 = Low coping skills
L10 = Highly suspicious deflecting attitude /blaming of others
Sales Profile
The Story of Chuck
In his first 3 years out of
college he has been fired
from his first two jobs.
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Bucks Authority
Party Guy
Defiant
Bucks System
Flighty
Impulsive
Does not see the need to conform
Idealist
Undisciplined
Verbally sarcastic
Argumentative
Narcissist
Good at masking / putting on a
front
The Story of Chuck
Hogan Challenge Report
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Traits of a Successful Leader A+ Warmth
B+ High Reasoning
C+ Emotional Balance
E+ Competitiveness / Drive
F+ Spontaneity
G+ Conscientious
H+ Social Boldness
O- Self Confidence
I+ Intuition
M+ Creativity
Q1+ Readiness towards change
The Story of Bill
Dir of Logistics – OEM Automotive
Plant Manager – OEM Automotive
VP of Logistics – OEM Automotive
VP GM – Steel Company
President – Steel Company
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B9 = Strong reasoning skills
E7 Q1/10 = Strong progressive orientation w high IQ desire to learn
Q3/8 Well organized with good follow up
A7 Q2/2 Shows compassion for people sometimes not quick to discipline
E7 F6 H7 – Good energy and drive
Q1/10 L4 – Hard on himself
E7 H7 O3 – Strong confidence without arrogance
M5 Q1/10 – Progressive and innovative
VP General Manager –
Promoted to President
Optimizing Assessments
Assessments take the subjective aspect of
hiring away!
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Questions?
A Strategic View of Hiring
Thanks for attending today!
by
Rick Tiemann
80 E US Highway 6 – Valparaiso, IN – 46383
219‐477‐6378
rick@theeg.com – www.theeg.com – assessment@theeg.com
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