1. Bruce Crumley Blog: www.executiveandhrguidance.blogspot.com/

2. Technologically Advanced Assessments/Systems in driving Sustainable Business Success through Performance Modeling/Benchmarking and 360 Performance Reviews in Business and the BPO Industry Bruce Crumley Director – Enterprise Solutions Profiles Asia Pacific/People Dynamics September 21, 2011

3. WHY THESE TWO TOPICS? HUMAN RESOURCES IS THE DRIVING DIFFERENCE FOR SUSTAINABILITY PERFORMANCE MODELING/BENCHMARKING DRIVES SUCCESS THROUGH JOB FIT 360 PERFORMANCE REVIEWS GIVE METRICS FOR CAREER DEVELOPMENT AND LEADERSHIP BIGGEST SHORTAGE GLOBALLY IS LEADERSHIP IN THE COMING 5-10 YEARS

4. Overview Advent of Technology – Online Performance Modeling/Job Pattern/Benchmarking Job FIT BPO Experiences and Processes Technologically Advanced Systems – Recently Developed Applicant Tracking Systems to Speed Delivery 360 Performance Reviews

5. Advent of Technology

6. Forms of Administration of Assessments Paper and Pen – Still Used in Areas of the Philippines where Broadband is not reliable – Presently generally Small/Medium users still use these – Disadvantages: Slow, Prone to Error, Difficult to Use the Information and Merge it, Consumes a lot of Peopletime leading to SIGNIFICANT LOST PRODUCTIVITY LAN Based, Computer-Based – Mid-90’s Online – Introduced in The Philippines in 2002

7. Assessments Costs per Assessment have come down significantly in recent years Information is more Scientific and Predictive than ever before - Psychometricians are not required to obtain reliable results Information can now be Utilized in many different formats and uses – Quantification rather than just Qualification Distortion – consistency in answering questions is measured in good Assessments

8. Assessments II Need to Screen and Hire larger quantities of candidates in less time – fast ramp-up! GLOBALLY Some Have Behavioral Event Interview Questions Ipastive is being replaced more by Normative Assessments – Normative is based on a population rather than how one compares oneself to oneself Speed of Results and Accuracy!

9. The Top Three Reasons People Fail  Incompetence  Incompatibility  Dishonesty Peter Drucker, Famous Management Consultant: “Chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first twelve months.”

10. Why New Hires Fail Technical skills are not the primary reason new hires fail. Poor interpersonal skills within management dominate the list. 46% of newly-hired employees will fail within 18 months. 19% will achieve unequivocal success. Leadership IQ, News Release (WASHINGTON, D.C.) December 2, 2009

11. Have you ever hired someone who did not reach your expectations?

12. The Total Person 10% - Good But Limited Information: Skills, Experience - Resume 90% - Essence of the Total Person:  Thinking Style  Occupational Interests  Behavioral Traits  Job and Company Fit

13. Utilize All Of Your Resources 75% 66% 54% 38% 26% 14% Interview Background Checks & Integrity Testing Personality Testing Ability Testing Interest Testing JOB MATCHING – Psychological Bulletin Vol. 96, No. 1, August 1994 Professor Mike Smith, University of Manchester

14. Performance Model = Job Pattern = Benchmarking => Job FIT

15. Creating Job Patterns Benchmarking is an important and often neglected aspect in the correct use of Employment Assessments It is Company and Job Specific

16. Consider Behaviors, Interests, and Abilities Identify the most critical characteristics needed for job success Establish a benchmark based on top performing incumbents to which prospects may be compared Must be based on critical job performance measures Results in a Job Match Percent to help make decisions about hiring, placement, and training Job Match should NEVER be more than 1/3 of the information used to make a hiring decision. 16 Performance Models/Benchmarking ® 2010 Profiles International www.profilesinternational.com

17. Benchmarks Selected Tools allow the Ability to almost instantaneously refine/revise Benchmarks – Eliminates the need for Consultants to benchmark positions – flexibility, cost and time – Dynamic and rapid market changes require frequent adjustments to benchmarks

18. Source: Oracle Human Capital management event Essential First Step is Hiring Right

19. SPEED is the real differentiator of today. TALENT ACQUISITION: Your Strategy

20. 1.Determine measurable criteria for position.

21. 21 1.Determine measurable criteria for position. 2.Based on selected measurable criteria, determine top performers.

22. Identifying Top Performers Use new sheet for each position Carefully identify objective performance criteria (‘Pers’) Use new sheet for each position Carefully identify objective performance criteria (‘Pers’) Score each employee New Business Sales Margin/Profitability Client Retention Repeat Business Target DaveMike Caren Jim Olivia Shaun Noel 9 16 10 10 15 20 18 Sales Representative July 22 nd 2007 Tom Manager Top Performers score highest Review for accuracy 5 2 1 1 3 5 4 3 3 2 2 2 3 4 3 4 5 5 5 5 4 4 345524

23. 23 1.Determine measurable criteria for position. 2.Based on selected measurable criteria, determine top performers. 3.Communication to individuals that will be taking assessments. (Suggested that you assess all in position)

24. 24 1.Determine measurable criteria for position. 2.Based on selected measurable criteria, determine top performers. 3.Communication to individuals that will be taking assessments. (Suggested that you assess all in position) 4.Schedule Assessments.

25. 25 1.Determine measurable criteria for position. 2.Based on selected measurable criteria, determine top performers. 3.Communication to individuals that will be taking assessments. (Suggested that you assess all in position) 4.Schedule Assessments. 5.Build pattern

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28. 28 1.Determine measurable criteria for position. 2.Based on selected measurable criteria, determine top performers. 3.Communication to individuals that will be taking assessments. (Suggested that you assess all in position) 4.Schedule Assessments. 5.Build pattern 6.Review pattern

29. Thinking and Reasoning [CAN THE PERSON DO THE JOB?]  Learning Index  Verbal Skill & Reasoning  Numerical Abilities & Reasoning Occupational Interests [WILL THE PERSON DO THE JOB?]  Enterprising  Financial / Administrative  People Service  Technical  Mechanical  Creative Behavioral Traits [HOW WILL THE PERSON DO THE JOB?]  Energy Level  Assertiveness  Sociability  Manageability  Attitude  Decisiveness  Accommodating  Independence  Objective Judgment

30. Graph Report One-page graphical summary of candidate vs. position All critical information For experienced users Useful in multi- candidate reviews One-page graphical summary of candidate vs. position All critical information For experienced users Useful in multi- candidate reviews

31. Top and Bottom Performers

32. Representation of Top Performer STEN Scale For the top performers, the computer-generated Performance Model (blue) is toward the high end for this trait. Representation of Bottom Performer STEN Scale The computer-generated Performance Model for bottom performers (red) is toward the low end of this trait. Representation of STEN scores for two groups of employees The results for bottom performers are shaded red and the results for the top performers shaded blue. STEN Scores12345678910 Subjects123321 STEN Scores12345678910 Subjects123321 12345678910 32 ® 2010 Profiles International www.profilesinternational.com

35. Justifications: JOB FIT=>TURNOVER ROI

36. The New Art of Hiring Smart JOB MATCH OR NO JOB MATCH Low Turnover Industry – Sample Size: 5,941 Percentage who quit or were fired after 6 months:25%5% Percentage who quit or were fired after 14 months:34%8% YesNo Job Match? Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5. : 13,102 Percentage who quit or were fired after 6 months:46%24% Percentage who quit or were fired after 14 months:57%28% YESs High Turnover Industry No Job Match?

37. 37 Business Case and ROI Note: Graph is improvement in 30-day attrition in North America after rollout of Profiles XT vendor.

38. ROI Calculator 38 Based on 2009 to date 90-Day attrition: 732 Reducing the attrition numbers with improved processes and better screening directly impacts cost to re-hire for the same positions.

39. Direct correlation of decreased attrition and costs 39

40. 40 Talent War – a new playing field They have changed the rules of the game …… They have new players………….. Winning in talent sourcing is a business imperative……. They even break the rules…. So you think your business is impervious to this onslaught …..

41. BPO PROCESSES HIRING PROCESS

42. Associate Selection Process I

43. Associate Selection Process II

44. Technologically Advanced Systems

45. Avatar Audio Visual - Giving Instructions and Explanations

46. THESE AVATARS CAN BE IN MULTIPLE LANGUAGES in our case Over 32 different Languages and Normed for Each Country

47. ARTIFICIAL INTELLIGENCE

48. ATS / RMS Preparing for Success

49. Overview ATS/ RMS Makes a complete solution Makes using assessments easier Makes comparing candidates easier Makes hiring better employees easier INTEGRATES with Job Boards, Assessments, HRIS

50. Overview ATS Key competitive advantages – Built around world class assessments designed to help your organization hire people that “FIT” – Flexible implementation Complete custom job board One time usage or annual license with unlimited usage Everything in between! – Robust Applicant Processing Features Candidates easily apply online Tools to move candidates through the process Easy to review RSD (Rapid Screening Data) Easy to share candidate information with hiring managers – Affordable

51. Advantages Easy-to-use online system for processing unlimited applicants for unlimited numbers of positions Priced for unlimited use of selection tests per year or per job posting. Designed for long-term development of and management of a private talent pool. Enables an organization to inexpensively implement selection testing across the company or for specific positions. Premium quality tests like ours provide significant competitive advantage over most applicant-tracking systems. System complements internal corporate recruiters. System simplifies screening and selection administration.

52. TACTICAL RECRUITING SOLUTION What PDI Acclaim Does Automate the process. Accelerate your business. Dominate the market.

53. Fully- Automated Processes Computer-adaptive interviews Extensive Job Matching Assessments Candidate Ranking Auto-scheduling of Face-to- Face Interview Automate your hiring process with intelligence Easy integration with other on-boarding processes Uses the IVR (interactive voice response) technology Automate the process. Accelerate your business. Dominate the market. What PDI Acclaim Does: Configurable script engine enables changing the flow of questions, on the fly, based on candidate responses, can also:  launch another program, or  redirect candidate to another website

54. The Acclaim Reporting Suite includes the following reports: Analysis of Candidate Responses Candidate Volume Source of Referral Partial vs. Completed Candidates Desired Compensation vs. Previous Experience Applicant Review Code Status Summary Application Intake Methods Quality of Candidates vs. Source of Referral EEOC Summary Adverse Impact Analyses Job Satisfaction vs. Initial Qualifications Productivity of Employees vs. Initial Qualifications Automate the process. Accelerate your business. Dominate the market. What PDI Acclaim Does:

56. Our goal today… Web delivery System Scheduling an assessment Retrieving reports Candidate experience

57. 360 PERFORMANCE REVIEWS

58. Internal Customers Direct Report External Custome rs Suppliers Peers Me/Mgr (ratee) Supervisor/ Boss Supervisor/ Boss Me/Manager Comparison of Feedback Systems Traditional Feedback 360° Feedback

59. The 360 o Concept Boss Direct Report Peers Self Others OBSERVABLE BEHAVIOR 59 © 2010 Profiles International www.profilesinternational.com

60. Managers Ignoring Employees Employees want a lot more attention and feedback from management. 66% of employees say that they have too little interaction with their boss. This number is up from 53% in May, 2008, the last time this study was conducted. Leadership IQ, News Release (WASHINGTON, D.C.) December 2, 2009

61. The News Gets Worse The Threat of Loosing High Performers According to a new study by Leadership IQ, 47% of high performers are actively looking for other jobs (posting and submitting resumes, and even going on interviews).

62. Consequences at the Top 31% of CEOs get fired for mismanaging change 28% for ignoring customers 27% for tolerating low performers 23% for denying reality 22% for too much talk and not enough action LeadershipIQ.com. News Release (WASHINGTON, D.C.)

63. Why 360’S Now? Managers are chasing the numbers Have most dialog with their Boss Spend little time analyzing or defining their own Competencies and Skill Sets Hamster on wheel analogy Issues with learning “something new” Working without a net…little or no information Much easier place to start in this market (internal candidates) 360’s Points to additional solutions….logically and Quantifiably

64. ONLINE 360 CONFIDENTIALITY CANDID RESPONSES IF ASSEMBLED AND MERGED ALL ON LINE- COMPLETE CONFIDENTIALITY – as no one sees the inputs coming from raters

65. Management Gap The Gap PATH GOAL !

66. Information Bridge GOAL ! The Gap PATH Feedback

67. Closing the Gap The 360 is businesses feedback bridge to ensure Managers/Leaders can safely close the information gap.

68. Gaps Between Individual Respondent Groups These gaps occur when there is a difference of at least 1.5 points between respondent group averages. 68 © 2010 Profiles International www.profilesinternational.com

69. Executive Skill Set Summary Report 69 © 2010 Profiles International www.profilesinternational.com

70. Reasons for 360’s 1.Current Reality, Leaders need and want to know “how are they doing?” 2.Issue awareness. 3.Addresses business’ most pressing needs “Leadership development” 4.Career Development and Advancement 5.Gives employees a safe place to give honest feedback on a regular bases. 6.Timing…many companies readily admit they have a weak “bench” Regarding leaders. A lot of great talent is lost in financial downturns. 7.Establishes the RoadMap for a Manager’s Individual Development Plan (IDP

71. McKinsey Reports 2007 Making Talent a Priority Experience suggests – exclusive focus on top players can damage the morale of the rest of the Organization -> Overall Performance

72. Overview Advent of Technology –> Online Performance Modeling/Job Pattern/Benchmarking Job FIT BPO Experiences and Processes Technologically Advanced Systems – Recently Developed – Avatars, Artificial Intelligence Applicant Tracking Systems to Speed Delivery 360 Performance Reviews for Leader ID

73. HR and Technology: If you want one year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. — Chinese proverb

74. Thank You! Bruce Crumley Blog: www.executiveandhrguidance.blogspot.com/www.executiveandhrguidance.blogspot.com/ Director Enterprise Solutions Profiles Asia Pacific/People Dynamics Bruce@ProfilesAsiaPacific.com Bruce@Peopledynamics.ph Mobile: +63-917-528-9862