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1




    Faster T k t Profitability:
    F t Track to P fit bilit
Identifying & Retaining Top Performers


Sponsored by
Right Ability
2

Right Ability Tools Helps:
  g         y          p
                                                   Minimize Workplace Theft
Hire The Right People   Identify Reliable People




                            Increase Sales
Motivate Employees
                                                       Improve Productivity




                        Make Managers More Effective
 Reduce Turnover
3



    Have you ever hired or
 promoted a person who was
not what they appeared to be?
4


What if you hired someone who
   greatly exceeded your
         expectations?
               t ti  ?
5




(About Superior Performers)


            “It’s not experience –
              or college degrees
         or other accepted factors…

       …it hinges on fit with the job.”
6




                              “Superior’ producers
                               fit their jobs and:




•   Can deal with the mental demands of the position
•   Are comfortable with the demands of the environment and
    people they work with
•   Enjoy the work and are motivated to do it
7



Using Resumes & Interviews Only

   What you see: Just the surface
8


Using Resumes & Interviews Only
What you don’t see: What’s underneath
9

                   Increase the Chances of a
                    High Performance Hire
               Interview
               I t   i              14%

             Background Checking                      26%

             Personality Testing                                         38%


             Abilities Testing                                                                54%

                                                                                                                   66%
               Interests Testing


                                                                                                                                  75%
               Job Matching

Sources:
S          Professor Mik S ith U i
           P f        Mike Smith, University of M
                                          it f Manchester, A
                                                   h t     August 1994
                                                                  t
           John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological
           Bulletin, Vol. 96, No.1, 1984, p. 90;
           Robert P Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A
           Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.
10




What was different about the method
    used to hire these people?
              O
              OR
11



                   The Selection Process:
                   Using an Interview and
                       g
                   Background Check only

     Skill Fit         Company Fit
   Education,
   Education          Attitudes, Values,
    Training,           Demeanour,
   Experience,          Appearance,
   Skills, Etc.            Integrity


“Checking the Past” & “Reviewing the Present
 Checking     Past     Reviewing     Present”
12


                Hiring the Super Performer –
                    includes...Job Matching

                  Company Fit           Job Match
 Skill / Fit                          • Learning Index
•Education        •Attitudes,Values
•Training         •Demeanour          • Behavioral Traits
•Experience
 Experience       •Appearance
                   A                  • Occupational Interest
•Skills, Etc.     • Integrity



           …Check the total person
                            p
13


      What does Job Matching include ?
        at           atc g c ude
                    Learning, reasoning and problem solving
 Thinking Style     approach

                    Measures the tendency towards
                    restlessness and drive, and deals
Behavioral Traits   with i
                      ith issues such as efficiency and time
                                    h     ffi i       d ti
                    utilization, measures energy level, social
                    ability etc.

                    What Type Occupations is the candidate
                    interested in?
  Occupational
       p             Enterprising
    Interests       • Financial/Administrative
                    • People Service
                    • Technical
                    • Mechanical
                    • Creative
14


Summary
• If all of your people are ‘superior’ performers you have
                             superior
  great potential for bottom line gains
• Every time you move an employee s performance from
                           employee’s
  “low to average’ OR ‘average’ to ‘superior’ you enjoy a
  measurable financial impact
• Regardless of organization size, your potential for
  reduced expenses, increased productivity and
             p      ,          p           y
  increased revenue are great
     Cost Effective
     Cost-Effective Solutions with a very high ROI
15




For more information contact:

 Sales@RightAbility.com



      Phone: 866 406-2144
        Fax: 866.723.8819

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Rightability Overview

  • 1. 1 Faster T k t Profitability: F t Track to P fit bilit Identifying & Retaining Top Performers Sponsored by Right Ability
  • 2. 2 Right Ability Tools Helps: g y p Minimize Workplace Theft Hire The Right People Identify Reliable People Increase Sales Motivate Employees Improve Productivity Make Managers More Effective Reduce Turnover
  • 3. 3 Have you ever hired or promoted a person who was not what they appeared to be?
  • 4. 4 What if you hired someone who greatly exceeded your expectations? t ti ?
  • 5. 5 (About Superior Performers) “It’s not experience – or college degrees or other accepted factors… …it hinges on fit with the job.”
  • 6. 6 “Superior’ producers fit their jobs and: • Can deal with the mental demands of the position • Are comfortable with the demands of the environment and people they work with • Enjoy the work and are motivated to do it
  • 7. 7 Using Resumes & Interviews Only What you see: Just the surface
  • 8. 8 Using Resumes & Interviews Only What you don’t see: What’s underneath
  • 9. 9 Increase the Chances of a High Performance Hire Interview I t i 14% Background Checking 26% Personality Testing 38% Abilities Testing 54% 66% Interests Testing 75% Job Matching Sources: S Professor Mik S ith U i P f Mike Smith, University of M it f Manchester, A h t August 1994 t John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.
  • 10. 10 What was different about the method used to hire these people? O OR
  • 11. 11 The Selection Process: Using an Interview and g Background Check only Skill Fit Company Fit Education, Education Attitudes, Values, Training, Demeanour, Experience, Appearance, Skills, Etc. Integrity “Checking the Past” & “Reviewing the Present Checking Past Reviewing Present”
  • 12. 12 Hiring the Super Performer – includes...Job Matching Company Fit Job Match Skill / Fit • Learning Index •Education •Attitudes,Values •Training •Demeanour • Behavioral Traits •Experience Experience •Appearance A • Occupational Interest •Skills, Etc. • Integrity …Check the total person p
  • 13. 13 What does Job Matching include ? at atc g c ude Learning, reasoning and problem solving Thinking Style approach Measures the tendency towards restlessness and drive, and deals Behavioral Traits with i ith issues such as efficiency and time h ffi i d ti utilization, measures energy level, social ability etc. What Type Occupations is the candidate interested in? Occupational p  Enterprising Interests • Financial/Administrative • People Service • Technical • Mechanical • Creative
  • 14. 14 Summary • If all of your people are ‘superior’ performers you have superior great potential for bottom line gains • Every time you move an employee s performance from employee’s “low to average’ OR ‘average’ to ‘superior’ you enjoy a measurable financial impact • Regardless of organization size, your potential for reduced expenses, increased productivity and p , p y increased revenue are great Cost Effective Cost-Effective Solutions with a very high ROI
  • 15. 15 For more information contact: Sales@RightAbility.com Phone: 866 406-2144 Fax: 866.723.8819