1. Presented to:

2. Overview In a recent survey of over 500 top private and publicly held companies, the following were confirmed as the biggest talent management challenges: –Acquiring key talent –Retaining key talent –Increasing workforce productivity –Succession planning –Building leadership capability –Driving behavioral change in the organization

3. Overview Haworth has selected HR Chally and their representative Advantage Performance Group to assist in our sales and leadership selection process. The Chally assessment tools used by Haworth have been customized for our dealer network and are now being offered to assist you in the selection of dealer principals and sales managers. Dealers who choose to use Chally’s assessment process will receive four assessments annually under Haworth’s dealer program.

4. Objectives for Today Overview of Chally and the assessment Effectively using the assessment for selection Understanding the Dealer Profiles Review Sample Reports Understanding the Results

5. About Chally Founded in 1973 through a grant from the U.S. Justice Department In-depth assessment and performance data on over 300,000 effective performers In excess of 200 studies conducted to create a database of 156 validated work performance skills A predictive solutions for management, sales, technical, customer care, and administrative positions Today Chally serves clients from small to large to global with client results representing… –Up to 30% reduction in turnover –Up to 35% increase in employee productivity –85%+ accuracy in identifying effective performers

6. The Chally Assessment Assessment items were written to avoid face-validity in order to minimize one’s ability to contrive or manipulate results Accuracy of the measures was insured by the rigor of the statistical process to develop them rather than item content Research has shown that results remain consistent over time if assessment-taking approach or mindset is held constant

7. The Chally Assessment 288 question assessment, no matter the position –Available in 13 languages, questions modified for cultural differences –Does not have to be taken in a controlled environment –Takes 45-60 minutes to complete (not timed) –True/False and multiple choice questions 4 sections –Self-Descriptive Index –Motivational Analysis Profile –Sales Orientation –Mental Abilities Test (additional 36 questions only included when assessing against a management level profile)

8. The Chally Assessment An Effective Selection System Should Include -

9. What is a Profile? A select group of skills that statistically differentiates top and bottom performers for a specific position The Chally assessment compares an individual against one of Chally’s validated profiles (or a customized profile created for a client) and measures whether the individual is predicted to be successful in a specific role based on their scores on job skills that research has shown are critical for success in that role It’s not about finding “superstars,” it’s about NOT hiring “mismatches”

10. The Predictive Profile Follow-up research on major Chally assessment users finds that: –85-90% of candidates “Recommended” perform well –75-80% of candidates “Not Recommended” do not succeed on the job How does Chally know that the skills within a profile are predictive?

11. Selected Profiles Dealer Principal-Example shown in following slides Sales Force Management New Business Developer Account Manager Controller

12. Summary of Skills – Dealer Principal Project Approach Profit Conscious in a Management Role Takes Initiative in a Business Unit Develops Technical Competence Takes Responsibility For Results as an Entrepreneurial Manager Ability to Learn the Business Directs and Controls Others in a Business Unit Practical Intelligence Analytical Ability

13. Predictive Position Profile Dealer Principal Creating a High-Performance Organization PROJECT APPROACH Focuses on innovative or creative solutions to continuing business needs; sees improvement goals as a project or series of projects, each with distinctive beginning and ending points; demonstrates interest in growth or a turnaround situation over ongoing maintenance or process refinement; concentrates on the planning and design of an idea or project, leaving the execution, refinement, and details to others while moving on to new challenges; works to secure agreement and buy-in from colleagues impacted by an immediate or impending project so that the near-term implementation is accepted and effective; committed to minimizing others' discomfort or allaying concerns created by an evolving design plan HIGHSLOWS Prepares scheduled and consistent programs to train or educate others Establishes measurable criteria for assessing progress in the learning process Demonstrates patience and a willingness to repeat or reinforce ideas and information until the audience understands Focuses training sessions on those competencies that will make a difference in the group’s ultimate effectiveness Concentrates more on the results produced or change accomplished through his training than with how attractive or entertaining the training can be Prefers one-on-one training or a more loosely organized curriculum to the structured requirements of a scheduled class session Expects the people he is training to be self-motivated to learn and becomes impatient when required to repeat or reinforce information he has already covered Does not implement a tracking process for assessing the effectiveness of his teaching efforts or the progress of his trainees Enjoys working on content delivery and may be more concerned with the audience’s assessment of his public speaking skills than with the subject matter Tries to make the training entertaining at the expense of providing only relevant information

14. Predictive Position Profile Dealer Principal Creating a High-Performance Organization PROFIT CONSCIOUS IN A MANAGEMENT ROLE Manages the allocated resources to produce optimum bottom-line results; works to understand and control the key factors that influence profit production; balances the priorities and skills of self and others to generate profitable results; won’t become distracted by issues that don’t influence the bottom-line; protects the interests of investors, employees, customers, and others who depend upon the success and survival of the company as a result of its ability to generate profits HIGHSLOWS Sees primary role as generating profit for the business Entrepreneurial with a bottom-line versus administrative orientation Has a realistic grasp of the financial aspects of the organization, shows responsiveness to the need for economies and cost control, and is able to draw meaningful implications from financial data Places other business concerns as secondary to profit generation Focuses on approaches and techniques designed to increase production or decrease costs, enhancing overall organizational profitability Has little time or patience for ideas or programs that do not impact the bottom line Does not become distracted by or waste time on trivial problems, unnecessary paperwork, or personality issues that don't affect profitable results Sees the big picture beyond departmental or single function concerns that on their own will not positively impact overall profitability Does not see the production of profit as the organization’s primary objective Focuses on accomplishing process steps and administrative tasks to tie up loose ends and deal with immediate demands regardless of their overall impact on the bottom-line Cannot find the time or justify the effort to establish and review financial controls Bases evaluations of an outcome on the effort extended or the elegance of the result rather than the profitability of the result Has a strong concern for personality issues and having people feel good about their results as the true measure of success Does not consistently implement steps to monitor key financial or customer data that can potentially impact bottom-line profitability Becomes distracted from the primary goal of corporate profitability by ‘squeaky wheel’ situations or single function demands that offer a short-term appearance of increased efficiency or reduced costs

15. Predictive Position Profile Creating a High-Performance Organization TAKES INITIATIVE IN A BUSINESS UNIT Demonstrates a willingness to take action on problems or opportunities without prompting; possesses the intrinsic desire and willingness to push toward achieving a desired goal or end-state without suggestion from others; prepares alternatives so the outcome is not jeopardized by unexpected barriers; exhibits the desire to blaze new trails as a means to an end HIGHSLOWS Champions new initiatives and identifies opportunities or issues requiring change without prompting When barriers to goal accomplishment are encountered, is willing to introduce and implement a solution throughout his sphere of influence Is willing to take the lead, even if others don’t initially understand or approve Focuses effort and resources on initiatives or solutions that will positively contribute to the desired result; does not simply try to ‘build a better mousetrap’ Changes the present status in order to improve the position of the group or organization in meeting its objectives Installs targeted, selective changes that provide real added value to the organization More than simply overcoming a negative or preventing a loss, the solutions or changes he initiates leave the job (task, project) with something gained Is uncomfortable developing a solution to a problem or trying a different approach without positive directives from a higher authority Hesitates to push own ideas or drive new goals May be too willing to leave well enough alone and conforms to established rules and principles Uncomfortable pushing beyond easy or traditional responses to creative or original thinking Tends to wait patiently for situations to settle over time or to correct themselves in a more natural fashion Dealer Principal

16. Predictive Position Profile Dealer Principal Creating a High-Performance Organization DEVELOPS TECHNICAL COMPETENCE

17. Predictive Position Profile Dealer Principal Creating a High-Performance Organization TAKES RESPONSIBILITY FOR RESULTS AS AN ENTREPRENEURIAL MANAGER

18. Predictive Position Profile Dealer Principal Creating a High-Performance Organization ABILITY TO LEARN THE BUSINESS

19. Predictive Position Profile Creating a High-Performance Organization DIRECTS AND CONTROLS OTHERS IN A BUSINESS UNIT Possesses a span of control that allows direct access to all of the key staff people in the group or organization; practices a hands-on, face-to-face coaching style and seeks personal involvement in day-to-day tasks; utilizes a walk- around style to follow up and ensure that delegated tasks are effectively completed HIGHSLOWS Provides full and complete information in making assignments, including timelines and results expectations Ensures that subordinates understand the measurements that monitor progress toward goals and results Consistently follows up to track results and understands the need for occasional repetition or reinforcement of guidelines Does not abdicate in delegation, but stays personally involved, using first-hand knowledge of the steps for achieving the goal to coach less experienced individuals Broadens his control by giving subordinates a chance to develop their skills and contribute to the organization, but remains a presence so that deviations from the goal can be quickly identified Gives insufficient information or explanation when assigning tasks Does not expect to repeat himself or find it necessary to restate objectives or performance criteria Assumes subordinates can do what he can do without intervention, and experiences frustration when results do not meet expectations Prefers to direct others through more formal processes and expects them to perform as agreed without reminding or coaching Resists personal involvement in monitoring or assisting with subordinate efforts and results, expecting them to be self- motivated and self-directed Assigns tasks but abdicates responsibility Dealer Principal

20. Predictive Position Profile Creating a High-Performance Organization PRACTICAL INTELLIGENCE Absorbs new information quickly and is comfortable dealing with abstract concepts and relationships; relates new information to previously acquired knowledge to expand and refine his frame of reference; enjoys learning and expanding the breadth and depth of his understanding on a variety of subjects HIGHSLOWS Enjoys learning and broadening his depth of learning and insight in a wide array of topics Absorbs, stores, and recalls new information quickly Deals comfortably with abstract concepts and relationships Pursues academic, theoretical, or research-based information Needs repetition to process new information and requires additional time to integrate it into his repertoire Prefers concrete tasks Learns best through one-on-one instruction and improves his base skill level through experience and hard work Uses practice opportunities or trial runs to become completely knowledgeable of and comfortable with methods or techniques he needs to use Dealer Principal

21. Predictive Position Profile Creating a High-Performance Organization ANALYTIC ABILITY Systematically applies a combination of inductive and deductive reasoning to arrive at a well-founded, logical conclusion; remains objective in analyzing information and data so as not to make false assumptions or reach judgments without full knowledge and information; recognizes and neutralizes personal biases that can influence his thought process; effectively weighs the accuracy of different types of information in order to define a problem and reach a valid conclusion HIGHSLOWS Possesses strong deductive reasoning skills and is capable of thinking through problems in a systematic and logical manner Draws sound conclusions from the information presented Effectively weighs the accuracy of different types of information, including inferences, abstractions, or generalizations Maintains a detached/objective demeanor in the gathering and analysis of information Allows biases to prevent him from seeing all sides of an issue and influence his perception Quickly draws conclusions or makes assumptions without full knowledge and information Makes decisions according to clearly defined rules and depends upon an existing frame of reference in unfamiliar situations A penchant for action versus analysis leads him to move forward with minimal review of critical input or weighing of alternatives Relies on previously acquired information and like-minded people for input into decisions Dealer Principal

22. The Assessment Report Individual Skill Scores –50% or higher = Strength –40-49% = Coachable or Developmental –Below 40% = Not natural, requires a “work around” Capacity versus Capability Capacity = the potential as measured by the predictive skill score Capability = actual experience and knowledge that supports the skill potential

23. The Assessment Report Bottom-Line Recommendation –Recommended oAverage of skills is above 50% –Recommended with Concerns oAverage of skills is 50% to 65% with one or more scores under 30% –Not Recommended oAverage of skills is less than 50%

24. SAMPLE MANAGER REPORT MANAGER ASSESSMENT REPORT

25. Bottom-Line Recommendation   Recommended   Recommended if concerns addressed can be resolved   Not recommended Describes the candidate’s candor in responding to questions The Position Job Skills Sample Manager Assessment Report

26. Definition of skill and graphic rating of level of competence Prediction of typical on-the-job behaviors and limitations Practical coaching tips for training and development Sample Manager Assessment Report

27. Motivation or habit that is very evident in the candidate (+70% or -30%) compared to other successfully employed individuals Suggestions for a manager to best focus and motivate the candidate Sample Manager Assessment Report

28. How Do I Interpret This Report? The typical successful person has some very strong features and, therefore, by necessity, will have some equal and opposite weak features. The information gained can be used to highlight areas where coaching and training can help the individual be more successful.

29. Sharing Assessment Results - Candidate Because the assessment is only one part of your selection decision, it is not recommended that results be shared with candidates Common mistakes: –Manager mentions that the candidate “failed that test” –Candidate is told they weren’t recommended without providing any context –Candidate given a copy of the report with no explanation of results! Chally recommends that results be shared with new hires as part of their on-boarding and development process

30. Next Steps Dealers interested in using the Chally assessment process should contact Dedria Moore. Email her deemoore@chally.com and provide the following information:deemoore@chally.com Upon receiving your user ID and password you will be receive instructions on how to order assessments online. For ordering assistance, contact Dedria Moore at 1-800-254-5995.

31. THANKS