using assessments to hire & develop top talent
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Talent Management OverviewTalent Management Overview
Gregory P. SmithPresidentChart Your Course International Inc.Greg@chartcourse.com
ChartCourse.comHighRetention.com
Gregory P. SmithPresidentChart Your Course International Inc.Greg@chartcourse.com
ChartCourse.comHighRetention.com
““Accelerating Individual & Organizational Accelerating Individual & Organizational Performance”Performance”
““Get the Get the rightright people on the bus, the people on the bus, the wrongwrong people off the bus, and the people off the bus, and the rightright people in the people in the rightright seats.” seats.”
““People are not your most important People are not your most important asset. The right people are.”asset. The right people are.”
Jim CollinsJim CollinsFrom Good to GreatFrom Good to Great
Right People
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Leadership Development
Leadership Development
Customer Service Culture
Customer Service Culture
StrategicThinking
StrategicThinking
Talent Management
Talent Management
SOLUTIONS
Change Management Development
Change Management Development
Training & Development
Training & Development
RecruitmentRecruitment EmployeeRetention
EmployeeRetention
Chart Your Course International
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A Phased and Integrated ProcessA Phased and Integrated ProcessA Phased and Integrated ProcessA Phased and Integrated Process
Organizational GoalsOrganizational Goals
EffectiveSelectionProcess
EffectiveSelectionProcess
Talent
Management ProcessChart Your Course International
Talent
Management ProcessChart Your Course International
Talent Acquisition ProcessTalent Acquisition Process
OnboardingProcess
OnboardingProcess
DevelopmentStrategy
DevelopmentStrategy
Retention Strategy
Retention Strategy
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What Do the “Right” People Look Like?
Have You Experienced these Situations?Have You Experienced these Situations?
• Frustrated with people who have the right skills, are great people, but create chronic tension with your team?
• Place people in positions who just don’t produce results?
• Hire good people who were performing well, but end up quitting anyway?
• Frustrated with people who have the right skills, are great people, but create chronic tension with your team?
• Place people in positions who just don’t produce results?
• Hire good people who were performing well, but end up quitting anyway?
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Costly Hiring Mistakes
• Allow bias to interfere with decisions
• Unclear on the talent we are looking for
• We don’t conduct effective interviews
• Hire the best we have seen -- not the best for the position
• Fail to conduct a complete evaluation of the candidate
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Why Organizations Use Assessments
SelectionSelectionSelectionSelection
PlacementPlacement PlacementPlacement
DevelopmentDevelopmentDevelopmentDevelopment
Team Team EffectivenessEffectivenessTeam Team EffectivenessEffectiveness
EngagementEngagementEngagementEngagement
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The Missing Piece
Assessments provide you an unemotional
evaluation of a candidate’s behavior, attitudes,values and
talent – qualities difficult to judge in an interview
alone.
Assessments provide you an unemotional
evaluation of a candidate’s behavior, attitudes,values and
talent – qualities difficult to judge in an interview
alone.
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Types of Assessments
• Counter Behavior Index (CBI)
• Workplace Motivations
• Behavioral Assessments
• Hartman Values Index
• Emotional Intelligence
• Engagement
• Job Competencies
• 360 Degree Feedback
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30% Assessment
Results
30% Assessment
Results
30% Interview30% Interview
10% Company Culture
10% Company Culture30%
Background & References
30% Background & References
30-30-30-10 Rule
Insights to Success:
Manager-Staff Report
Insights to Success:
Manager-Staff Report
How a Person Behaves
DominanceDominance
Focus
Problems
Focus
Problems
Focus
People
28%
Focus
People
28%
InfluenceInfluence
Focus
Pace
40%
Focus
Pace
40%
SteadinessSteadiness ComplianceCompliance
Focus
Procedures
14%
Focus
Procedures
14%
FOUR DISC FACTORS
18%
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THE EMOTIONS OF DISC
Quick toAnger
(Short Fuse)
High Trustof Others
(Optimistic)
Non-emotional(Doesn’t Show
Emotions)
High Fear(Get
Permission)
Slow toAnger
(Long Fuse)
Low Trustof Others
(Pessimistic)
Emotional(Shows
Emotions)
Low Fear(Expect
Forgiveness)
DD II SS CC
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Company President
HR Manager
Recruiter
Recruiting Manager
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Nurse Executive
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Bank Tellers
KMGH
LC
TA
TH
JTPD
RE
SI
JL
JBKI
NS
JTER
DHKBBM
SHMM
JB
AL
CW
KD
PANG
BDHRKP
CS
PN
MMDKLS
CV
JE
AB
LR
TH
CPBN
KO
DGMH
VM
AF
BE
Turnover Reduced from 30% to 16%
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Case Study: Technical, Multi-National Manufacturing Plant
• Conflict Between President & Plant Manager
• “Analysis Paralysis”
• We -They Syndrome
• Poor Communication
• Low Employee Motivation
• HR Director Stuck in the Middle
• Conflict Between President & Plant Manager
• “Analysis Paralysis”
• We -They Syndrome
• Poor Communication
• Low Employee Motivation
• HR Director Stuck in the Middle
EvaluatingInvestigating
PlanningCritical
Problem Solving ApproachProblem Solving Approach
ReactingEfficientDecisive
Harsh
SupportingTrusting
ExperimentingAppeasing
ObservingReflectingApplyingAvoiding
Copyright © 1998. Target Training International, Ltd.
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Workplace Motivators Report• Measures internal drive and
motivation • Shows the prominence of six
basic interests or motivators• Shows WHY people do
things • Displays why or why not
certain tasks, missions, and concepts interest this person
A Worthy CauseSystem of Beliefs Respect for Rules
Procedures and Protocol
Help OthersHarmonious Environment
Opportunity to Serve
Personal Growth and DevelopmentForm, Beauty and
HarmonyBalanced Life
Opportunity to Lead Others
AdvancementDecision Making
Authority
Continuing EducationKnowledge
Search for truth
CompetitiveBottom Line Orientation
Practical Solutions“Time is Money”
SALES ORGANIZATION
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Case Study – Sales OrganizationEarned $500,000 - $1,000,000
• 81% had Utilitarian above the mean
• 67% had Individualistic above the mean
• 62% had Social above the mean
Hartman Value Profile
• Doctor of philosophy, mathematics and law
• Founded the science of Axiology combining mathematics and social science to measure three dimensions of thinking
• Nominated for a Nobel Prize in 1973
• Doctor of philosophy, mathematics and law
• Founded the science of Axiology combining mathematics and social science to measure three dimensions of thinking
• Nominated for a Nobel Prize in 1973
Intrinsic - People
Extrinsic - Tasks
Systemic - Systems
Intrinsic - People
Extrinsic - Tasks
Systemic - Systems
Dr. Robert S. Hartman
Which of these Competencies are Important?
• *Self Management• Customer Focus• Initiative• *Personal Drive• Results Orientation• *Personal Accountability• Leading Others• Using Common Sense• Problem Solving• Decision Making• Developing Others
• Teamwork• Flexibility• Goal Achievement• Planning and Organizing• Influencing Others• Diplomacy and Tact• *Self Starting Ability• *Persistence• *Meeting Standards• Empathetic Outlook• Continuous Learning
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Benchmarking the Job
Each position has a different talent profile for success
Each position has a different talent profile for success
Comparison
Behaviors
WorkplaceMotivators
Job Competencies
Person Job
Personal Talent Report
Job Report
Benchmarking• The most critical factor for success is often more important for success than all other factors put together
• Objective process for identifying the top 10-14 factors that identify top performers from bottom performers
• Provides a straight forward method for comparing a person or group of people to a benchmark
• The most critical factor for success is often more important for success than all other factors put together
• Objective process for identifying the top 10-14 factors that identify top performers from bottom performers
• Provides a straight forward method for comparing a person or group of people to a benchmark
Validate
Validate with Incumbents in a Specific Job
Validate with Incumbents in a Specific Job
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Benchmark: HR Director
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Benchmark: Nurse
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Benchmark: National Sales Manager
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Gap Report
Lower Priority
Higher Priority
Compare and Decide
Human Resource Executive Magazine
"Realizing that the talent crisis isn’t likely to go away anytime soon, smart companies are now taking extraordinary steps to ensure their best employees have reasons to stay and reasons to perform. Gregory P. Smith provides a comprehensive road map for not only attracting and keeping talented employees, but for motivating them to achieve a higher level of performance." David ShadovitzEditor-in-Chief Human Resource Executive Magazine
Blue Ridge Judicial Circuit
"Your background and experience has been instrumental in helping me create a more productive office where people enjoy coming to work. The ideas you have provided us have been instrumental in retaining our staff."
Garry MossDistrict AttorneyBlue Ridge Judicial Circuit
Nicholas & Company
“We needed an easy-to-deploy, consistent and meaningful assessment. I chose Greg Smith's TTI survey because of its amazing accuracy, but more importantly, Greg's strong knowledge on how to understand this tool. With his piercing insight, and amazing ability to coach on the results, I found we had discovered a gold mine so rich that I have designed a years worth of management training, customized to each manager, based on the information contained in each person's assessment. If you are the captain of your ship, Greg is the trusted navigator who will get you where you wish to go."
Wes StockmanPerformance Development Manager
ChartCourse.com
BehaviorProfile.com
ManagingTopTalent.com
ChartCourse.com
BehaviorProfile.com
ManagingTopTalent.com
Chart Your Course International
770-860-9464
Info@chartcourse.com
Chart Your Course International
770-860-9464
Info@chartcourse.com
Take a Free Behavior Report
http://www.chartcourse.com/free_assessment.html
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