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Www.discwizardonline.com | 888.347.2949 Time to Hire Again – Do You Feel Lucky? Many people admit to relying on “best guesses” when it comes to hiring.

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Presentation on theme: "Www.discwizardonline.com | 888.347.2949 Time to Hire Again – Do You Feel Lucky? Many people admit to relying on “best guesses” when it comes to hiring."— Presentation transcript:

1 | Time to Hire Again – Do You Feel Lucky? Many people admit to relying on “best guesses” when it comes to hiring even when they have found the results to be unreliable – time and time again. Yet in the absence of a more objective analysis, you are sometimes left to rely on your gut instinct. This results in hiring decisions that feel like a roll of the dice. Sometimes you get lucky – sometimes you don’t.

2 | What’s Worse? When you don’t make a good hiring decision, one of two things happens: 1)Turnover – your candidate struggles through training, never gets up to speed, zaps your managers’ time, leaves the position voluntarily or involuntarily. 2)Stayover – your candidate struggles in the beginning but may become just proficient enough to stay in the job. Mediocre performance at best.

3 | To understand the implications of turnover to your organization, look at this example. Select position to review. _____________________________ Number of employees currently in the position. ___________ Number of employees that left the position in the last 12 months. ________ ____ voluntary ____ involuntary Base salary, commission, bonus, and benefits $____________ Turnover percentage ________% (calculate number of employees who left position divided by number of total employees in the position [17/80=.21]) Cost per employee $____________ (calculate the salary for the position multiplied by 10 [$28,000 x 10 = $280,000]) Annual cost $_________________ (calculate cost per employee multiplied by number of employees who left [$280,000 x 17 = $4,760,000]) Client Services , ,000 4,760,000

4 | To calculate the cost of turnover to your organization, complete this exercise for one position. Select position to review. _____________________________ Number of employees currently in the position. ___________ Number of employees that left the position in the last 12 months. ____ voluntary ____ involuntary Base salary, commission, bonus, and benefits $____________ Turnover percentage ________% (calculate number of employees who left position divided by number of total employees in the position. Cost per employee $____________ (calculate salary for the position multiplied by 10) Annual cost $_________________ (calculate cost per employee multiplied by number of employees who left)

5 | To understand the implications of stayover in your organization, try this exercise. To understand what it’s like to be in the wrong position, do this exercise. 1)Get a piece of paper and a pen. 2)With your non-dominant hand, print or sign your full name. 3)How did that feel? If you haven’t gotten a pen and paper yet and completed this exercise, that’s okay! We’ll wait...

6 | Most people describe writing with their non-dominant hand as awkward and uncomfortable. And the results? Well, less than stellar. Over time, you might become better at writing with your non-dominant hand if you had to. But it will never feel as natural or as comfortable as writing with your dominant hand. And the results you produce will never be as good. The Results?

7 | The Traditional Hiring Model BEHAVIOR VALUES EDUCATION EXPERIENCE SKILLS While traditional hiring practices focus on a candidate’s SKILLS, EXPERIENCE, and EDUCATION… The problem… …it is more often a person’s BEHAVIORS, VALUES and ATTITUDES that determine success in the job.

8 | DISC Wizard H iring Model ™ VALUES EDUCATION EXPERIENCE SKILLS BEHAVIOR Values are the foundation of performance. What a person values and is passionate about will motivate them. Behaviors are the way someone takes action, communicates, does the job. The right behavior is essential to job performance. Experience and education are important but do not guarantee success in a position. Skills are the least likely to guarantee performance. They are important but they are also easily taught if the motivation and behavior is already in place. The solution… “I can train a person in the skills to do the job … I can’t make them want to do the job.” ~ Hiring Manager Flips the traditional hiring process upside down

9 | DISC Wizard Hiring Process ™ How does the DISC Wizard Hiring Process work? It’s as simple as A-B-C. Or actually B-A-C. B – Benchmark the position. A – Assess candidates. C – Compare candidates to position requirements.

10 | DISC Wizard Hiring Process ™ Benchmark the Position: 1.Have two or three people who know the position well create a list of 4-7 Key Accountabilities for the job. 2.Based on the Key Accountabilities, complete a Job Report online answering 38 questions about the job’s rewards and requirements. 3.Assess Top and Bottom Performers in the position to validate the Job Report findings.

11 | DISC Wizard Hiring Process ™ Assess Candidates: 1.Candidates go online and complete two questionnaires. 2.This takes about 20 minutes and can be done on any computer with Internet access. 3.You receive a copy of each candidate’s Behavioral and Values assessments within minutes of their completion.

12 | DISC Wizard Hiring Process ™ Compare candidates to position requirements: 1.We will schedule a conference call within 48 hours to review the candidates results. 2.This call will include specific, targeted behavioral interview questions to address where the candidate is outside the requirements of the job. 3.You will complete a Candidate Scoresheet to guide your hiring decision.

13 | DISC Wizard Position-to-Person Comparison Report ™ Sample Charismatic Inspiring Optimistic Charming Enthusiastic Effervescent Persuasive Animated Convincing Outgoing Demonstrative Trusting Poised Warm Friendly Compassionate Sociable Personable Factual Objective Cool Rational Logical Discreet Undemonstrative Reflective Analytical Critical Calculating Skeptical Detached Introspective Withholding Contemplative Suspicious Reclusive Non-expressive Passive Static Systematic Methodical Deliberate Habitual Unhurried Predictable Consistent Patient Territorial Steady Stable Unruffled Serene Composed Relaxed Flexible Mobile Active Involved Versatile Multi-tasking Eager Quick Energetic Impatient Dynamic Hurried Intense Change Agent Impulsive Excited Frenetic Hyper-tense Worrisome Meticulous Strict Perfectionist Critical Cautious Systematic Accurate Careful Diplomatic Compliant Analytical Orderly Neat Attentive Conservative Tactful Balanced Judgment Firm Determined Original Self-reliant Confident Independent Unconventional Resourceful Autonomous Forward Individualistic Free-spirited Bold Radical Fearless Uninhibited Revolutionary Reckless Dominance Influence Steadiness Compliance Driving Demanding Commanding Unconquerable Aggressive Pioneering Forceful Competitive Goal-oriented Decisive Assertive Enterprising Strong-willed Determined Direct Ambitious Purposeful Responsible Moderate Modest Cooperative Mild Calm Accommodating Conservative Cautious Low-keyed Agreeable Cooperative Undemanding Peaceful Unassuming Humble Unobtrusive Docile Meek This is a sample of behavioral requirements for a sales position. The green zone indicates where someone’s behavior is ideal for the job. The yellow zone means someone could most likely adapt their behavior to the job. The red zone means someone will most likely have difficulty with that behavior in the job.

14 | DISC Wizard Position-to-Person Comparison Report ™ Sample Charismatic Inspiring Optimistic Charming Enthusiastic Effervescent Persuasive Animated Convincing Outgoing Demonstrative Trusting Poised Warm Friendly Compassionate Sociable Personable Factual Objective Cool Rational Logical Discreet Undemonstrative Reflective Analytical Critical Calculating Skeptical Detached Introspective Withholding Contemplative Suspicious Reclusive Non-expressive Passive Static Systematic Methodical Deliberate Habitual Unhurried Predictable Consistent Patient Territorial Steady Stable Unruffled Serene Composed Relaxed Flexible Mobile Active Involved Versatile Multi-tasking Eager Quick Energetic Impatient Dynamic Hurried Intense Change Agent Impulsive Excited Frenetic Hyper-tense Worrisome Meticulous Strict Perfectionist Critical Cautious Systematic Accurate Careful Diplomatic Compliant Analytical Orderly Neat Attentive Conservative Tactful Balanced Judgment Firm Determined Original Self-reliant Confident Independent Unconventional Resourceful Autonomous Forward Individualistic Free-spirited Bold Radical Fearless Uninhibited Revolutionary Reckless Dominance Influence Steadiness Compliance Driving Demanding Commanding Unconquerable Aggressive Pioneering Forceful Competitive Goal-oriented Decisive Assertive Enterprising Strong-willed Determined Direct Ambitious Purposeful Responsible Moderate Modest Cooperative Mild Calm Accommodating Conservative Cautious Low-keyed Agreeable Cooperative Undemanding Peaceful Unassuming Humble Unobtrusive Docile Meek This particular candidate is close or an exact match to the job in Dominance, Steadiness and Compliance. They are Rational, Logical and Discreet in their dealings with people. The one area of concern would be their Influence behavior. The job is asking them to be Persuasive, Animated, Convincing, Outgoing and Demonstrative in how they deal with people. Now what?

15 | DISC Wizard Position-to-Person Comparison Report ™ Sample Charismatic Inspiring Optimistic Charming Enthusiastic Effervescent Persuasive Animated Convincing Outgoing Demonstrative Trusting Poised Warm Friendly Compassionate Sociable Personable Factual Objective Cool Rational Logical Discreet Undemonstrative Reflective Analytical Critical Calculating Skeptical Detached Introspective Withholding Contemplative Suspicious Reclusive Influence To address the gap between the job and the candidate, we create specific, targeted behavioral based questions. 1.Please tell me about a time when you had to motivate a co-worker or customer to do something they didn’t want to do and how you handled the situation. 2.Describe a time when you had given a customer all the information they needed and they still weren’t ready to buy. How did you handle it? What was the outcome? Since the best predictor of future behavior is past behavior - you are asking questions that will help you determine if this candidate has been able to be more persuasive and convincing in the past.

16 | DISC Wizard Hiring Process ™ The benefits: 1.Reduce turnover and stayover! 2.You know more about candidates in 15 minutes than you would working with them for 6 months. 3.You improve your selection process by following a consistent process every time. 4.You increase EEOC compliance by testing for job- related criteria as determined by a job specific benchmark. 5.The benchmark information can be used as a development plan for new hires and for performance management of existing employees.

17 | DISC Wizard Hiring Process ™ For more information and to sign up for the DISC Wizard Monthly Ezine, go to… You will also receive the free report: “The 7 Biggest Mistakes Made in Hiring – and How to Fix Them.” Hope to “see” you soon!


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