1. Finding the Keepers Assessing Keen Internal & External Talent SARTA’s Leadership Series September 21, 2011 Building Better Teams A Silvers HR Partner

2. Observations Observations Resume evaluations Resume evaluations Applications Applications Interviews Interviews Work samples Work samples Ability tests Ability tests Achievement tests Achievement tests Physical ability tests Physical ability tests Honesty/Integrity tests Honesty/Integrity tests Personality inventory Personality inventory Work value inventories Work value inventories Drug tests Drug tests Medical tests Medical tests What is an Assessment? Source: Testing and Assessment: An Employer’s Guide to Good Practices U.S. Dept of Labor Copyright © 2011 Assessment Pros LLC

3. Observations Resume evaluations Applications Interviews Interviews Work samples Ability tests Ability tests Achievement tests Physical ability tests Honesty/Integrity tests Honesty/Integrity tests Personality inventory Personality inventory Work value inventories Work value inventories Drug tests Medical tests What is an Assessment? Source: Testing and Assessment: An Employer’s Guide to Good Practices U.S. Dept of Labor Copyright © 2011 Assessment Pros LLC

4. Basic – Screening tools Skills, abilities, attitude Total Person Can they do the job? Will they like the job? Do they fit the personality of the job? Motivational – what makes them tick? $, power, work environment, etc. Hiring Choices Copyright © 2011 Assessment Pros LLC

5. Practices in Hiring Process College Hires Entry LevelFirst-level Managers Mid-level Managers Executives Basic32%49%29%22%16% Total Person 35%40%59%61%52% Motivational18%20%32%34%36% Source: Aberdeen Group, Assessments 2011, April 2011 Copyright © 2011 Assessment Pros LLC

6. Practices in Hiring Process College Hires Entry LevelFirst-level Managers Mid-level Managers ExecutivesBasic32%49%29%22%16% Total Person 35%40%59%61%52% Motivational18%20%32%34%36% Source: Aberdeen Group, Assessments 2011, April 2011 Copyright © 2011 Assessment Pros LLC

7. Practices in Hiring Process College Hires Entry LevelFirst-level Managers Mid-level Managers ExecutivesBasic32%49%29%22%16% Total Person 35%40%59%61%52% Motivational18%20%32%34%36% Source: Aberdeen Group, Assessments 2011, April 2011 Copyright © 2011 Assessment Pros LLC

8. Practices in Hiring Process College Hires Entry LevelFirst-level Managers Mid-level Managers ExecutivesBasic32%49%29%22%16% Total Person 35%40%59%61%52% Motivational18%20%32%34%36% Source: Aberdeen Group, Assessments 2011, April 2011 Copyright © 2011 Assessment Pros LLC

9. Solid Hiring - 3 Legged Stool Skills, Resume (past) Copyright © 2011 Assessment Pros LLC

10. Solid Hiring - 3 Legged Stool Skills, Resume (past)Interview(present) Copyright © 2011 Assessment Pros LLC

11. Solid Hiring - 3 Legged Stool Job Fit (future) Skills, Resume (past)Interview(present) Copyright © 2011 Assessment Pros LLC

12. Solid Hiring - 3 Legged Stool Job Fit (future) Skills, Resume (past)Interview(present) Copyright © 2011 Assessment Pros LLC Best Candidate

13. Plan for Tomorrow   Strategy & Business Plans  “Bench Strength” Awareness  Succession Planning Retain & Develop Employees   Training  Effective Teams  Identify Career Tracks  Create Individual Development Plans  Rewards & Compensations Teach Leaders to Manage & Motivate  Coaching Skills  Mentoring Programs  Develop Personal Management Skills Hire the Right People   Job Descriptions  Screen for Attitude/Experience  Interview Aid  Job Fit Copyright © 2011 Assessment Pros LLC

14. Pressures Driving the Use of Assessments Copyright © 2011 Assessment Pros LLC Source: Aberdeen Group, Assessments 2011, April 2011

15. Assessment Data for Critical Decisions Source: Aberdeen Group, Assessments 2011, April 2011 Copyright © 2011 Assessment Pros LLC Scale: 1 = little importance 5 = critically important

16. Consider When Choosing: Purpose Purpose What they measure What they measure What they are designed to predict What they are designed to predict Format – (graph, report, etc.) Format – (graph, report, etc.) Objectivity Objectivity How they are administered How they are administered (online, paper/pencil, video, etc.) Copyright © 2011 Assessment Pros LLC

17. Assessment Review Checklist Appropriate for work settings Appropriate for work settings Reliable - consistent over time Reliable - consistent over time Valid - measures what it’s supposed to measure Valid - measures what it’s supposed to measure Easy to administer Easy to administer Easy to score Easy to score Results easy to understand/use Results easy to understand/use Does delivery system meet organization needs (pencil/paper; computer; online) Does delivery system meet organization needs (pencil/paper; computer; online) Technical manual available Technical manual available Copyright © 2011 Assessment Pros LLC

18. Hiring Scenario - Pilot Copyright © 2011 Assessment Pros LLC

22. Igniting the Flame Are your employees - engaged? loyal to your business? Copyright © 2011 Assessment Pros LLC

23. Igniting the Flame Are your employees - engaged? loyal to your business? How do you know? How do you find out? Copyright © 2011 Assessment Pros LLC

24. Re-recruit Key Contributors Copyright © 2011 Assessment Pros LLC

25. Only 31% of employees are actively engaged in their jobs Re-recruit Key Contributors Copyright © 2011 Assessment Pros LLC

26. Only 31% of employees are actively engaged in their jobs 40% of are partly to fully disengaged Sources: Towers Perrine Global Workforce Study; BlessingWhite Employee Engagement Report Re-recruit Key Contributors Copyright © 2011 Assessment Pros LLC

27. Top reason for staying – I like my work Top reason for leaving

28. Copyright © 2011 Assessment Pros LLC Top reason for staying – I like my work Top reason for leaving – I have no opportunity to grow or advance

29. Organizational Copyright © 2011 Assessment Pros LLC

30. Managerial Organizational

31. Employees & Teams Managerial Organizational Copyright © 2011 Assessment Pros LLC

32. Workplace Engagement Plan Company Culture Company Culture Good Job Fit – hire and promotions Good Job Fit – hire and promotions Right Training to the Right People Right Training to the Right People Right person in the Right Leadership Position Right person in the Right Leadership Position Management Style – One Size Does Not Fit All Management Style – One Size Does Not Fit All Align Elements of the “Employee Experience” Align Elements of the “Employee Experience” Copyright © 2011 Assessment Pros LLC

33. Keeping the Flame Alive Need talent to support business goals Need talent to support business goals “People” data can help manage risk on talent decisions (hire, promotion, bench) “People” data can help manage risk on talent decisions (hire, promotion, bench) Training $$ used most effectively Training $$ used most effectively 2011-2012 hires - top or poor performers? 2011-2012 hires - top or poor performers? Engaged or disengaged? Engaged or disengaged? What does this mean to your bottom line? What does this mean to your bottom line? Copyright © 2011 Assessment Pros LLC

34. Questions? Jennifer Leake CMC® jennifer@assessmentpros.com866-373-0300 Resources:www.AssessmentPros.com