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1 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Using Evidence-Based Career Pathways
with Employer-Defined Career Portfolios
for Job Seeker Success
Steve Bennett, Humanity 2.0, Washington DC;Bill Guest, Metrics Reporting, Inc., Byron Center, MI; Kelly Wilczak, Mercy Health – West Michigan, Grand Rapids, MI; Jessica White-Hatinger, West Michigan Works, Grand Rapids, MI
Friday: 8:15-9:00 White River A and 10:30-11:15 Room 304/305
2 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Agenda
• Kelly – Mercy Health evidence-based selection process (EBSP) outcomes
• Bill – The science behind the outcomes … why did it work?
• Jessica – Organizing community collective impact to build evidence-based career pathways that help job-seekers.
3 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Mercy Health, a Regional Health Ministry of Trinity Health, implemented the
evidence-based selection process (EBSP).
4 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
The Mercy Health Journey:• 2010 to 2011 – Planning, best practice research, process
redesign. Job analysis started for first 5 job families.
• 2012 to 2013 – Implemented the evidence-based selection
process (EBSP) across all staff job families (ES to PHRM). Job
Analysis methods evolved from ACT method to the ONET-
Based Confirmatory Job Analysis Process. Initial results
were good. Refined the structure of job families.
• 2015 to 2016 – Increased focus on evidence-based sourcing.
Tightening job market and a desire to continue progress on
diversity led to stronger focus on sourcing. Mercy hosted
“Building Talent Bridges” annual events, launched the
Career Portfolio project, & joined Health Career Pathways.
©2016 Trinity Health - Livonia, Mich. 5
Employed Physicians 3,900
Affiliated Physicians23,900
of all babies in America are delivered at Trinity Health facilities
1.7%
*Owned, managed or in JOAs or JVs.
**Operations are organized into Regional Health Ministries ("RHMs"), each an operating division which maintains a governing body with managerial oversight subject to authorities.
***Includes multiple locations for Trinity Home Health Services, Trinity Senior Living Communities and PACE facilities.
Home Care & Hospice Locations Serving 116 Counties49 Continuing Care
Facilities61PACE Center Locations14
Our 21-State Diversified Network
Hospitals* in 21 Regional Health Ministries**90 Mission Health
Ministries4 National Health Ministries***3++
6 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Mercy Health – West Michigan
• West Michigan
• 8200 Employees
• 5 Hospitals
• 60+ Locations and
Physician Practices
7 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Mercy Health – Key Performance Outcomes
• Reduced first-year turnover from a baseline of 25.3% down to 18.7% (Quality-of-Hire)
• Reduced Time-to-Fill from a baseline of 37 days down to 31 days
• Increased Diversity – Non-white new hires rate increased from an 18.4% baseline in 2010 to 30.2% in 2015
• Increased Diversity – Non-white employment increased from a baseline of 13.4% to 18.5% in 2015
• Financial Impact – annual savings of $3,259,420
8 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
9 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •Note: The 3-County area (Kent, Muskegon, Ottawa) is 21.6% non-white, including Hispanic or Latino
West Michigan 21.6%
10 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Diversity – Regional Trends by Job Family
Note: Diversity increased in each of the 10 major job families over the period of 2010 to 2015.
11 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Breakdown of "Non-white" as of December 31, 2015
Non-White Quantity
American Indian 38
Asian 154
African American 539
Hispanic 323
Not Specified 443
Pacific Islander 6
Total Non-White 1503
12 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Supporting Data – Hiring Rate and Employment
2010 BASELINE FY 2013 FY 2014 FY 2015 Dec-15
NON-WHITE 838 1102 1138 1374 1503WHITE 5402 6030 6120 6352 6618TOTAL 6240 7873 8028 8658 8121
NON-WHITE % 13.4% 14.0% 14.2% 15.9% 18.5%
1503= 1.79
8381503 - 838 = 665
13 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Unconscious Bias
All of us have implicit biases to some degree.
Acknowledging and understanding this implicit
response and its value and role is critical to
informed decision-making and is particularly
critical to those whose decisions must embody fairness and justice.
14 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
15 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Selection Criteria
Cognitive Elements Character Elements
• Judgment & Decision Making
• Critical Thinking
* Reading Prose (procedures)
* Reading Documents (Charts,
Graphs, Forms)
* Math (Quantitative Reasoning)
• Overall Job Fit (personality and behavior)
* Recruiter SIG - (Perception, Service
Orientation, Active Learning, and
Office Administration)
* Manager SIG - (Time Management,
Influence, Teamwork, Critical Thinking)
* Reference Checks (360 Blind
Reference)
16 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Selection Score Elements Raw Score Ranges Normalized
1 Reading Prose 0-500 R-Y-G 1-2-3
2 Reading Documents 0-500 R-Y-G 1-2-3
3 Quantitative Reasoning 0-500 R-Y-G 1-2-3
4 Overall Fit Index 0-100 R-Y-G 1-2-3
5 Recruiter SIG 0-20 R-Y-G 1-2-3
6 Manager SIG 0-20 R-Y-G 1-2-3
7 References 1-6 R-Y-G 1-2-3
Total Score 0-5 Stars
TRUE Score – Selection Evidence
17 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Structured Interview Guide Rating Example
5
Expert
Expert or master level of proficiency. Can apply the competency in
exceptionally difficult situations. Candidate has served as a key
resource and advised others. Ideal answer.
4
Advanced
Exceeds expectations. Can apply the competency in considerably
difficult situations. Candidate requires no guidance. Very strong and
detailed answer.
3
Average
Meets expectations. Can apply the competency in difficult situations.
Candidate may require occasional guidance. Average answer.
2
Basic
Approaches expectations. Can apply the competency in somewhat
difficult situations. Candidate will require frequent guidance. Weak
but acceptable answer.
1
Limited
Limited level of proficiency and below expectations. Can apply the
competency in the simplest situation. Candidate requires close and
extensive guidance. Generally unacceptable answer.
18 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Science
The science behind the success.
19 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Comprehensive Competency Model
Occupational Competencies
Job Specific Competencies – also known as Tasks
or Work Behaviors – are job specific work activities.
Foundational Competencies
Industry-Wide Competencies – industry specific
work activities that are common across multiple jobs.
Cognitive
• Listening
• Speaking
• Reading
• Writing
• Reasoning
• Math
• Information Skills
• Judgment &
Decision Making
Linking
Foundational
competencies are
linked to
occupational
competencies to
establish their
relationship to job
performance
Character
• Achievement
Orientation
• Leadership
• Interpersonal
Orientation
• Adjustment
• Conscientiousness
• Independence
• Practical Intel.
Physical
• Fine Manipulation
• Control
Movements
• Reaction & Speed
• Strength
• Endurance
• Flexibility, Balance
& Coordination
• Vision
20 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Validity
Validation requires measurement and quantitative analysis.
21 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
22 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Job Families
O*NET Data: Code, Occupation, Education, and Wages
23 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Predictive Validity – Job Performance
3
1
5
2
6
4
R
A
N
K
The Validity and Utility of Selection Methods in Personnel Psychology:
Practical and Theoretical Implications of 85 Years of Research Findings
24 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Reading + Math + Locating (NCRC) orProse + Document + Quantitative (Literacy) =
Critical Thinking and Problem Solving
NCRC = Critical Thinking and Problem Solving
Most employees are problem solving specialists. They specialize in a particular set of problems. So, critical thinking, problem solving, and judgment and decision making are key competencies for most jobs.
25 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
The Five Factor Model of PersonalityA summary of the factors of the Big Five and their constituent traits:
Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine. Some disagreement remains about how to interpret the openness factor, which is sometimes called "intellect" rather than openness to experience.
Conscientiousness: (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized, and dependable.
Extraversion: (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, surgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness.
Agreeableness: (friendly/compassionate vs. analytical/detached). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether a person is generally well tempered or not.
Neuroticism: (sensitive/nervous vs. secure/confident). The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to by its low pole, "emotional stability".
Source: Wikipedia – Big Five personality traits, January 24, 2014
26 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
The Ten Aspects of the Big Five
Openness to experience:• Intellect
• Openness
Conscientiousness:• Industriousness
• Orderliness
Extraversion:• Enthusiasm
• Assertiveness
Agreeableness:• Compassion
• Politeness
Neuroticism:• Volatility
• Withdrawal
Source: Between Facets and Domains: 10 Aspects of the Big Five
27 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
y = 2000.8x - 68638R² = 0.5024
-50000
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90 100
Mean
Wag
es $
Critical Thinking
Mean Wages vs. Critical Thinking
n=765 … BLS wage data and ONET importance rating
28 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
y = 1902.2x - 47338R² = 0.5092
-50000
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90
Mean
Wag
es $
Complex Problem Solving
Mean Wages vs. Complex Problem Solving
29 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
y = 2078.2x - 59947R² = 0.4969
-50000
0
50000
100000
150000
200000
250000
0 10 20 30 40 50 60 70 80 90 100
Mean
Wag
es $
Judgment & Decision Making
Mean Wages vs. Judgment and Decision Making
30 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
y = 1631.6x - 58626R² = 0.3113
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mean
Wag
es $
Achievement/ Effort
Mean Wages vs. Achievement/ Effort (4.01)
31 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
y = 1557.3x - 55620R² = 0.2886
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mean
Wag
es $
Persistence
Mean Wages vs. Persistence (4.02)
32 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
y = 1501.1x - 56357R² = 0.2507
-50000
0
50000
100000
150000
200000
250000
0 20 40 60 80 100 120
Mean
Wag
es $
Initiative
Mean Wages vs. Initiative (4.03)
33 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
34 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
2012 2013 2014 2015
1,000,000
600,000
35 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Career Pathways
Organizing community collective impact to build evidence-based career
pathways that help job-seekers.
36 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Collective Impact – Health Career Pathways
Initiatives must meet five criteria in order to be considered collective impact:
• Common Agenda: All participating organizations (government agencies, non-profits, community
members, etc.) have a shared vision for social change that includes a common understanding of the
problem and a joint approach to solving the problem through agreed upon actions.
• Shared Measurement System: Agreement on the ways success will be measured and reported
with a short list of key indicators across all participating organizations.
• Mutually Reinforcing Activities: Engagement of a diverse set of stakeholders, typically across
sectors, coordinating a set of differentiated activities through a mutually reinforcing plan of action.
• Continuous Communication: Frequent communications over a long period of time among key
players within and across organizations, to build trust and inform ongoing learning and adaptation of
strategy.
• Backbone Organization: Ongoing support provided by an independent staff dedicated to the
initiative. The backbone staff tends to play six roles to move the initiative forward: Guide Vision and
Strategy; Support Aligned Activity; Establish Shared Measurement Practices; Build Public Will; Advance
Policy; and Mobilize Funding
Collective Impact is the commitment of a group of actors from different sectors to
a common agenda for solving a specific social problem, using a structured form of
collaboration. The approach of collective impact is placed in contrast to “isolated
impact,” where organizations primarily work alone to solve social problems.
37 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
38 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Finding the Right Career Path – Career Coaching
39 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
40 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
My Career Pathway
Education & Job Training
Education & Job Training
Education & Job Training
Stackable Credentials
Stackable Credentials
Stackable Credentials
Job 1Getting Started
Job 2Moving Forward
Job 3Achieve
Goal
Name: _______________________________________________________________________________________________________________________
1
98
7
65
2
10
3
4
The 10-step path that leads beyond surviving to thriving.
41 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Industry Sector Development – HEALTHCAREers Council
Catalyst for Change• Multiple Healthcare Organizations who are part of the same discussions• Talent supply & demand data
Core Ingredients:• Industry similar employers experiencing the same need• Partnerships between education and training that focus on workforce needs• Clearly defined pathways and defined hiring requirements• Utilize various funding options for optimal efficiency• Stakeholders willing to collaborate for the good of the community and business
= Regional, employer-driven partnerships in Healthcare to solve talent demand
42 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
43 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
44 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
45 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
46 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
47 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
48 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
49 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
50 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
51 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Wellbeing: The Five Essential Elements
These are the universal elements of wellbeing that differentiate a thriving life from one spent suffering:
• Career Wellbeing is about how you occupy your time or simply liking what you do every day.
• Social Wellbeing is about having strong relationships and love in your life.
• Financial Wellbeing is about effectively managing your economic life.
• Physical Wellbeing is about having good health and enough energy to get things done on a daily basis.
• Community Wellbeing is about the sense of engagement you have with the area where you live.
Wellbeing is about the combination of our love for what we do each day, the
quality of our relationships, the security of our finances, the vibrancy of our
physical health, and the pride we take in what we have contributed to our
communities. Most importantly, it’s about how these five elements interact.
Social Wellbeing
Community Wellbeing
Financial Wellbeing
Physical Wellbeing
Career Wellbeing
Tom RathJim Harter
2010, Gallup
52 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
53 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Job Analysis
The ONET-Based Confirmatory Job Analysis Process is a method to define and
document job-related competencies.
54 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Task List
SME Consensus of Importance Ratings
Competency LinkingTools & Technology
Individual Ratings
55 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Job Analysis – Report A. List of SMEs with demographic information
B. Sign-in sheet for SME session
C. Job Family O*NET Codes
D. Job Family CIP Codes
E. Task Families
F. Competency Families
G. Occupational Credentials
H. Task List
I. Tools and Technology List
J. Competency Linking Examples
K. SME Consensus Ratings
L. Job Family Portrait
M. JOFI Foundational Competency Data
N. SME and O*NET Ratings Alignment
56 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Job Analysis – Process The job analysis is completed in three core phases that are preceded by preparation and followed by analysis and reporting:
• Phase 1 includes job family research using www.onetonline.org, www.ncptac.org, and www.talxcellenz.com, competency model research, and preparation of initial drafts of the occupational credentials list, task list, tools and technology list, and competency linking examples.
• Phase 2 includes job shadowing of subject matter experts (SMEs) to refine the initial drafts and prepare final drafts of the occupational credentials list, task list, tools and technology list, and competency linking examples based on observations and discussions with SMEs.
• Phase 3 is the SME session. The SME session is facilitated by a job analyst with support from employers and community partners. In that session the SMEs finalize the occupational credentials list, task list, tools and technology list, competency linking examples, and reach consensus regarding the ratings for each foundational competency.
57 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
58 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
59 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Define & Measure – Validity
Validity quantifies the relationship between what a test actually measures and what it is intended to measure or predict.
• Educators want to measure mastery of content
• Employers want to predict job performance
60 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Validity for Educational and Psychological Testing
Standards for Educational and Psychological Testing is sponsored by the American
Educational Research Association (AERA), the American Psychological Association (APA), and the
National Council on Measurement in Education (NCME).
• The purpose of the Standards is to provide criteria for the development and evaluation of tests and
testing practices and to provide guidelines for assessing the validity of interpretations of test scores for
intended test uses.
• Sources of evidence may illuminate different aspects of validity, but they do not represent distinct types
of validity. Validity is a unitary concept. It is the degree to which all the accumulated evidence support
the intended interpretation of the scores for the proposed use.
Validity refers to the degree to which evidence and theory support the interpretations of
test scores for proposed uses of tests. Validity is, therefore, the most fundamental
consideration in developing tests. The process of validation involves accumulating relevant
evidence to provide a sound scientific basis for the proposed score interpretations. It is the
interpretations of test scores for proposed uses that are evaluated, not the test itself. When
test scores are interpreted in more than one way (e.g., both to describe a test taker's current
level of the attribute being measured and to make a prediction about a future outcome), each
intended interpretation must be validated. Statements about validity should refer to particular
interpretations for specified uses. It is incorrect to use the unqualified phrase “the validity of
the test.”
61 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Job Performance – Validation Criterion References
Responses to the following Job Performance constructs will be collected (quintiles format):
• General Task Performance – Behaviors that are formally included in the employee’s
duties. Examples include completing tasks on time and showing attention to detail.
• Safety and Rule Compliance – Being perceptive of and competing work in a safe
manner and complying with applicable policies and regulations.
• Customer Service – Serving and helping customers internal to or external to the
organization. Examples include responding to customers quickly and giving customers
helpful suggestions.
• Empathy, Caring, and Compassion – Being perceptive of and responsive to patients’
needs. Making patients feel safe and respected.
• Work Discipline – Following organizational norms and considering the organization’s
needs. Examples include coming to work on time and not wasting time or organizational
resources.
• Teamwork – Working well with others. Examples include helping others with their work
loads and sharing resources with coworkers.
• Proactive Work Behavior – Showing motivation to do a good job. Examples include
suggesting procedural improvements and exceeding performance standards.
• Overall Job Performance
62 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Career Navigation
System Guidebook
An introduction to the essential elements of the evidence-based career coachingprocess and evidence-based career portfolios.
63 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Stakeholder Guidebook
An introduction to essential elements and step-by-step guidance for creating sector initiatives that build demand-driven evidence-basedcareer pathways.
64 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Talent Excellence
System Guidebook
An introductionto Talxcellenz processes and tools for job analysis and validation studiesto support robust competency-basedcareer pathways.
65 • Evidence-Based Career Pathways • Kelly Wilczak • Bill Guest • Jessica White-Hatinger •
Copyright © 2015 and 2016 by Bill Guest, Metrics Reporting, Inc.
All rights reserved.
Portions of this work contain copyrighted and trademarked materials that are used with permission.
Contact Information:Bill Guest, 616-430-0828, [email protected]
Jim Sharf, 571-274-2154, [email protected] Cleveland, 616-240-9751, [email protected]
Talxcellenz® is a registered trademark of Metrics Reporting, Inc. The ONET-Based Confirmatory Job Analysis Process and related methods are
the intellectual property of Metrics Reporting, Inc. All rights are reserved.