1

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.

2

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

3

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

4

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

5

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.

6

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

7

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

8

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

9

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

10

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

11

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.

12

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

13

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

14

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

15

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-)

16

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

17

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.

18

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

19

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

20

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!

21

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