In this webinar you will learn: How to identify and hire the right people, for the right role the first time. Ways to maximize employee productivity How to increase retention of your top performers And more... If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.

1. A LEADERS GUIDE
How to Select
and Identify
High Performing
Employees
#SIHPwebinar

2. Hi! i’m
L IA NN
Mo derator

3. HOUSEKEEPING

4. Receive a Complementary Critical Job Study!
Let us show you firsthand how our solutions can benefit your company.
1 2 3
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!

5. Critical Job Study!
Identifies what is really required for success in any
given job – in terms of:
(1) Learning
(2) Reasoning
(3) Communication
(4) Problem Solving
(5) Behaviors
(6) Occupational Interests

6. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection Report designed for Performance Model
Sales & Business Development Exec.
§ Development
§ Coaching
§ Management
§ Succession Planning
Receive a Complementary Critical Job Study!

7. TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert |
Country Director, Singapore
Connect with me
Heintjie.Santos@profiles.com.sg

8. Creating Value for Our Clients
We support our clients through the full
employee life-cycle, helping them identify the
best people for their jobs and then developing
them to their fullest potential.
The GLOBAL LEADER in
Employee Assessment Solutions

9. 700 OFFICES WORLDWIDE
The GLOBAL LEADER in
Employee Assessment &
Talent Management Solutions
Established in 1991
125 COUNTRIES
WORLDWIDE PRESENCE

10. 50 MILLION USERS
45,000 CLIENTS
33 LANGUAGES
50,000,000 MILLION USERS

11. Diverse Base of Marquee Customers
Customer Highlights
§ 11,000+ Active Customers
§ Includes Most Fortune 500 Global Companies

12. Companies Face Two Types
of Problems…
System People
Problems Problems
WE FOCUS ON PEOPLE PROBLEMS.

13. We specialize and are experts in solving people
problems in organizations

14. THE LEADERS GUIDE
How to Select
and Identify
High Performing
Employees
#SIHPwebinar

15. Ih ave 3 thin gs….

16. Guide to maximize
How to identify the employee productivity
characteristics of your top and retain your top
performers performers
ROI on Leadership
1 2 3

17. Guide to maximize
How to identify the employee productivity
characteristics of your and retain your top
top performers performers
ROI Case Study
1 2 3

18. Have you ever hired
someone who
looks good on paper….
BUT END UP AS A
?
DISAPPOINTMENT!

19. Selection Process
Checking the PAST
Skill Fit

20. (1) Experience,
(2) Education
(3) Training,
(4) Certification
(5) etc.
However…

21. People have a tendency to embellish their
qualifications

22. Shocking HR Statistics:
FALSE INFORMATION…
53% of all job applications
contain inaccurate information.
49% of managers caught a
job applicant fabricating resume.
34% of all application forms
contains lies.
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

23. Chances are good that up
to 66% of your company’s
hiring decisions will prove
to be mistakes in the first
twelve months.
- Peter Drucker

24. The Top 3
Reasons People Fail
(1) Dishonesty
(2) Incompetence
(3) Incompatibility

25. Selection Process
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes,
Education, Values ,
Training, Appearance,
Certification etc. Demeanor etc.

26. Interview

27. Interview
She studied in the
same University
I went!

28. Interview Impressive!
she talks and
speaks just
Like Me.

29. Interview
My Gut Feel is she
will be do great in
this job.

30. “63% of all hiring decisions are made
during the first 4.3 minutes of an
interview.”
- SHRM

31. Shocking HR
Statistics:
BAD HIRES…
average cost of a
bad hiring decision
can equal
30% of the first
year’s earnings!
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

32. ki n g H R S tatistics:
Shoc
TU RNOVER…
costs of replacement….
Senior
Executive
Mid-Level
Employee
S$260,000
Salaried
Employee S$52,000
S$11,000
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources
Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com

33. THINK OF THE
COST OF YOUR
LAST HIRE…

34. Aside from salary and benefits…
there’s the cost of advertising
for the job, the investment in
training and…..
the price of getting a new
worker up to speed.

35. Cornerstones of Performance
Checking the PAST Reviewing the PRESENT
Skill Fit Company Fit
Experience, Attitudes, Values ,
Education, Demeanor,
Training, Appearance,
Certification etc. Demeanor etc.
JOB MATCH
Predicting Superior Performance

36. DID YOU
KNOW?

37. Interviews have a
14%
success rate in
identifying
superior people!
– Hunter & Hunter “Validity & Utility of Alternative Predictors of Job Performance”. Psychological Bulletin, Vol. 96, No. 1. p90

38. Heads or Tails?

39. % OF HIRING SUCCESS
100%
90%
80% 75%
70% 66%
60% 54%
50%
40%
38%
30% 26%
20% 14%
10%
0%
Interview Reference check
Personality Test
Abilities Test
Occupational Interest Matching
Job
Source - Professor Mike Smith, University of Manchester, August 1994
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.

40. KNOW
“The TOTAL PERSON”
75%
to increase hiring success
up to

41. This is what YOU SEE
PEOPLE
are
like
…

42. Real
side
of
PEOPLE

43. 10% Good But Limited
Information
Education, Experience and Skills
90 % Essence of the
“Total Person”
ü Thinking Styles
ü Behaviors
ü Occupational Interest
ü Job Fit

44. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players
“B” Players Hire – “C” Players
“C” Players Hire – “D” Players
until it becomes……

45. “Z”
Company
Clowns Inc.

46. BOZO EXPLOSION

47. How do we solve this
PROBLEM ?

48. FRANK SCHMIDT & JOHN HUNTER
“Experts in Productivity and Organizational Psychology”
Reported in…
85 Years
of
Research

49. Not all people in all jobs are
created equal –
not all people are equally
productive.

52. Implications?
Unless all your people are
superior performers, you are
losing money
unnecessarily?

53. Implications?
Every time you move performance of an employee from
Average Superior
YOU HAVE A DRAMATIC AND
MEASURABLE IMPACT

54. start with your
TOP PERFORMERS

55. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS

56. 1.
RESULTS IDENTIFYING THE TOP PERFORMERS
§ Talent Audit / Intelligence
§ Job Analysis
Build a Performance Model

57. 1.
RESULTS IDENTIFYING THE TOP PERFORMERS
Carefully identify OBJECTIVE measures
ü Sales Per Month, Quarter or Annum
ü Average Profit Margin Per Sale
ü Calls Handled Per Hour
ü Units Manufactured Per Hour
ü Supervisors/Managers Rating etc…

58. Every success is
2.
POTENTIALS different from one
company to the other

59. 2.
We need to ask
POTENTIALS
3 Questions?

60. Thinking
Style
1 2 3 4 5 6 7 8 9 10 Learning Index
Can they do the 1 2 3 4 5 6 7 8 9 10 Verbal Skill
Verbal Reasoning
Job 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10 Numerical Ability
1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
How will they do 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Sociability
Manageability
the Job. 1 2 3 4 5 6 7 8 9 10 Attitude
Decisiveness
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Accommodating
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
Are they 1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
motivated to do 1 2 3 4 5 6 7 8 9 10 People Service
Technical
the job? 1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

61. ProfileXT® (PXT)
Measures "The Total Person”

62. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
1 2 3 4 5 6 7 8 9 10 Sociability
1 2 3 4 5 6 7 8 9 10 Manageability
1 2 3 4 5 6 7 8 9 10 Attitude
1 2 3 4 5 6 7 8 9 10 Decisiveness
1 2 3 4 5 6 7 8 9 10
Accommodating
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

63. Learning Index
Learning, reasoning and problem solving approach
1 2 3 4 5 6 7 8 9 10
ONE
ONE GALLON
GALLON

64. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
1 2 3 4 5 6 7 8 9 10 Financial/Admin
1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

65. Thinking
Style
Learning Index
Can the person deal 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Verbal Skill
with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning
demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability
position 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning
Behavioral Traits
1 2 3 4 5 6 7 8 9 10 Energy Level
1 2 3 4 5 6 7 8 9 10 Assertiveness
Are comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability
the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability
Attitude
environment they 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 Decisiveness
work in Accommodating
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Independence
Objective Judgment
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
1 2 3 4 5 6 7 8 9 10 Enterprising
Love their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin
motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service
1 2 3 4 5 6 7 8 9 10 Technical
1 2 3 4 5 6 7 8 9 10 Mechanical
1 2 3 4 5 6 7 8 9 10 Creative

66. “...(it) hinges on fit with the job…”
TOP PERFORMERS fit their jobs and:
ü Can deal with the mental demands of their
position
ü Are comfortable with the demands of the
environment they work in
ü Love their job and are motivated to do it

67. Thinking
Style
Learning Index 1 2 3 4 5 6 7 8 9 10
Verbal Skill 1 2 3 4 5 6 7 8 9 10
The Verbal Reasoning
Numerical Ability
Numeric Reasoning
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
1 2 3 4 5 6 7 8 9 10
JobMatch™ Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
Pattern Assertiveness
Sociability
Manageability
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
(Performance Model) Attitude
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Decisiveness
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
OccupaGonal
Interests
Enterprising 1 2 3 4 5 6 7 8 9 10
Financial/Admin 1 2 3 4 5 6 7 8 9 10
3. People Service 1 2 3 4 5 6 7 8 9 10
CHARACTERISTICS Technical
1 2 3 4 5 6 7 8 9 10
Mechanical
1 2 3 4 5 6 7 8 9 10
Creative
1 2 3 4 5 6 7 8 9 10

68. The
JobMatch™
Pattern
(Performance Model)
Shaded areas indicate the
JobMatch pattern
The JobMatch patterns show
requirements for the job in your
company

69. Good Match
Dark areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

70. Good Match
Drives a single
job-match number

71. Questionable
Match
Shaded areas indicate the
JobMatch pattern
Yellow boxes show the
candidate’s scores

72. Questionable
Match
Identify % match
for every area

73. Distortion Scale
Detect how
candid the
respondents
answered the
assessment

74. Having done this, we can
show you - graphically and
quantifiably - to what degree
current employees, or
candidates for employment,
match that standard.

75. Solution used throughout the
A Clear Target for Success…
employee life-cycle
§ Selection
§ On-Boarding Report designed for Performance Model
Sales & Business Development Exec.
§ Coaching
§ Development
§ Management
§ Succession Planning &
Strategic Workforce Planning

76. 1.
RESULTS
start with your
TOP PERFORMERS
2.
POTENTIALS
3.
CHARACTERISTICS

77. Maximizing Productivity
“In these days of talent wars, the best way to keep
your stars is to know them better than they know
themselves – and then use that information to
customize the careers of their dreams.”
– “Job Sculpting: The Art of Retaining Your best People”
Harvard Business Review

78. Guide to maximize
How to identify the employee productivity
characteristics of your and retain your top
top performers performers
ROI Case Study
1 2 3

79. ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THE
RETURN ON INVESTMENT (ROI) ON YOUR HR ACTIVITIES

80. CASE STUDIES
(Real-Life Client Result)

81. CASE STUDIES
Chemical Insurance Medical Device
Industry Industry Manufacturing
Industry

82. “
It’s a shift from ‘low performer thinking’ to
‘maybe they are not in the right job, and we
should find them a better fit.’
It is a mentality shift, and (by applying data
from the PXT®), I can figure out that if poor
job fit is the case, I can help them go into a
different job and do better.
”

83. Challenge
Before implementing the ProfileXT® the
average sales per sales rep was $169,409.
Results:
After one year of implementation with the ProfileXT®, annual
sales increased to an average of $233,952 per sales rep.
The ProfileXT® assessment increased the Bard Medical’s Critical
Care sales by $64,543 per sales rep, a 28% annual increase.

84. GLOBAL INSURANCE
COMPANY
Challenge
§ Identify top performers
§ Improve selection process
§ Sustain a turnover rate below industry
average
Results:
Reduced voluntary turnover rate to just 6% , well below the 10%
industry average. Furthermore, professional-level employees,
representing a substantial portion of the company’s talent and
investment, show a turnover rate of only 1.6%.

85. "We now make more informed hiring decisions. Selecting people who
will stay with us longer. But it doesn't end there, Profiles products have
become an important part of our culture.We use the terminology and
the concept in our performance review, our recruiting decisions and
everyday discussion.
if we took the product away from our managers, we would be
dealing with some disappointed internal guest."
Corporate HR Manager
Hospitality and Resort Industry

86. A LEADERS GUIDE
How to Select
and Identify
High Performing
Employees
#SIHPwebinar

87. HEINTJIE SANTOS
Assessment Solution Expert |
Country Director, Singapore
Connect with me
Heintjie.Santos@profiles.com.sg
THANK YOU > >

88. Hi! i’m back!
LIA NN
Mo derator

89. Receive a Complementary Critical Job Study!
1 2 3
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance Model
Sales & Business Development Exec.
It’s as easy as, 1, 2, 3!

90. Critical Job Study!
Identifies what is really required for success in any
given job – in terms of: (1) Learning
(2) Reasoning
(3) Communication
(4) Problem Solving
(5) Behaviors
(6) Occupational Interests

91. A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection Report designed for Performance Model
Sales & Business Development Exec.
§ Development
§ Coaching
§ Management
§ Succession Planning
Receive a Complementary Critical Job Study!

92. Would you like to receive a complementary
critical job study?
A. Yes
B. No
Have an immediate need ? Call us at +65 65717031
URL: www.profiles.com.sg

93. QUESTIONS?

94. us for our nex t upcoming
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WEBINAR
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EXECUTIVE’S GUIDE
Strategic Workforce
Planning

95. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
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