The Head Heart Briefcase Framework
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The Head Heart Briefcase Framework
- 1. THE PREDICTIVE INDEX HEAD THE PREDICTIVE INDEX BRIEFCASEFRAMEWORK Mike Zani CEO of PI H E A D H E A RT B R I E F C A S E
- 2. THE PREDICTIVE INDEX Some managers think they have magic ability to understand candidates through “gut feel.” They think they’re unicorns.
- 3. THE PREDICTIVE INDEX • Unicorn Image Unicorns are figments of our imagination!
- 4. THE PREDICTIVE INDEX BRIEFCASE Education Knowledge Skills & Experience HEART Values Passions Interests & Shared beliefs Workplace PerformanceHEAD Behavioral drives & Cognitive ability Assess the “whole” person When we look at candidates, we think about the head, the heart and their briefcase. Unfortunately, we frequently put too much emphasis on the briefcase— factors like where they were educated, what other jobs they’ve had. We don’t spend enough time understanding what makes them tick. The sad reality is that people are hired for what they know and fired for who you are.
- 5. THE PREDICTIVE INDEX HEARTHEAD BRIEFCA Values Passions Interests Shared Beliefs • Does a person have a passion for what you company does? • Will this person’s interests align with those of the culture? • Will this person enjoy the key features of the job over time? • Will this person like how work gets done? • How does this person like the types of rewards this company offers? • Will this person like his/her coworkers and what they are about? QUESTIONS TO CONSIDER
- 6. THE PREDICTIVE INDEX HEARTHEAD BRIEFCA Values Passions Interests Shared Beliefs Do: • Take a structured approach • Ask direct & open ended questions • What would your ideal organization look like? • Talk about different rewards you’ve had and which you’ve like most? • What are you passionate about outside of work? • What has frustrated you about former workplace cultures? • Assign one interviewer to go deep on these topics • Develop a scoring key Don’t: • Ask confirmatory questions (e.g. – do you thrive in fast paced environments? • Walk through your published “culture” or “values” document • Don’t let your own biases get in the way if someone is different WHEN INTERVIEWING
- 7. THE PREDICTIVE INDEX EARTBRIEFCASEHEA Education Knowledge Skills & Experience • What skills and knowledge does the person need on “Day 1” and what can be learned with on the job training? • Are there required licenses or certifications? • How much depth of knowledge/experience is needed in a critical technical area? • Is it a complex role? • Are there unique experiences that are required to do this job? QUESTIONS TO CONSIDER
- 8. THE PREDICTIVE INDEX EARTBRIEFCASEHEA Education Knowledge Skills & Experience MANY FLAWS OF RESUMES Reviewing resumes are the most common way we assess the ”briefcase,” but the way we use them is riddled with flaws. Resumes are good for high-level screening (e.g., assessing whether they have the right “Day 1” knowledge). But avoid the following biases… • Quantity (“They’ve done a lot so they must be good” ) • Resume Progression (“They were a manager, then a director so they must be ready to be a VP”) • Shiny Object (“Nobel peace price… Hired!”) • Education (“He went to Yale; he must be awesome”) • Age (“Can’t teach an old dog new tricks.”) • Design (“I love the layout of the resume; she’s great.”)
- 9. THE PREDICTIVE INDEX EARTBRIEFCASEHEA Education Knowledge Skills & Experience BETTER WAY TO ASSESS Skills & knowledge tests • Objective evaluation • Easy to access and use • Good for many basic skills and technical competencies • Candidates expect them • Helps avoid “over inflated resume” syndrome Structured Interviews • Some rigor needed to get set-up (e.g., defining the job) • Excellent objectivity and customized for job • Candidates answer the same questions and are graded on the same scale • Reduces interviewer bias while providing good data to differentiate candidates
- 10. THE PREDICTIVE INDEX On the Job Performance Predictors Source: Schmidt, Frank L. and Oh, In‐Sue and Shaffer, Jonathan A., The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 100 Years of Research Findings (October 17, 2016). Fox School of Business Research Paper. Available at SSRN: https://ssrn.com/abstract=2853669 Behavioral and Cognitive Assessments Combined with a structured interview process allows for 58%+ predictability! OK Predictors POOR Predictors The BEST Predictor
- 11. THE PREDICTIVE INDEX HEAD HEART BCASE Behaviors Cognitive Ability What’s in someone’s head is probably the most hard-wired, difficult-to-change part of them. We all have certain behavioral drives and we all have a certain amount of cognitive horsepower. These will both have a huge impact on whether a person will be successful in a given role. As the person hiring for the role, you should make it a priority to understand what behavioral drives are most important and how much general cognitive is required for success. WHY IT MATTERS
- 12. THE PREDICTIVE INDEX What Drives Your People? The PI Behavioral Assessment™
- 13. THE PREDICTIVE INDEX How to predict behavior. DRIVES NEEDS BEHAVIORS
- 14. THE PREDICTIVE INDEX A DOMINANCE B EXTRAVERSION C PATIENCE D FORMALITY Behavioral Factors
- 15. THE PREDICTIVE INDEX Dominance “Allow me to include others.” “Let me put my mark on the idea.” Needs High ALow A Deferential | Supportive Determined | Forceful Behaviors High ALow A
- 16. THE PREDICTIVE INDEX “Give me time to think it through.” “Let me discuss with others.” Needs High BLow B Private | Reflective Sociable | Influential Behaviors High BLow B Extraversion
- 17. THE PREDICTIVE INDEX “I am comfortable with pressure and change.” “I am comfortable with familiarity.” Needs High CLow C Intense | Prompt Composed | Habitual Behaviors High CLow C Patience
- 18. THE PREDICTIVE INDEX “Don’t confine me to rules and structure.” “Give me structure and framework.” Needs High DLow D Spontaneous | Prompt Diligent | Structured Behaviors High DLow D Formality
- 19. THE PREDICTIVE INDEX PI Cognitive Assessment™ 12min timed assessment Measures learning speed and the ability to manage complexity Scientifically Valid
- 20. THE PREDICTIVE INDEX General Cognitive Ability (GCA) Simply put: The ability to learn g refers to developed General Cognitive Ability
- 21. THE PREDICTIVE INDEX An Indisputable Link Overwhelming evidence that g predicts job performance (e.g., Schmidt, 2002) Increasing complexity (e.g., Technology) Hyper-connectedness Accelerated rate of change
- 22. THE PREDICTIVE INDEX • Don’t put too much weight on the briefcase • Do structure your interviews • Do invest in developing interviewing expertise • Do use validated tools • Do gain alignment on the Job: • What behavioral drives? • What cognitive need? • What are ”must haves” on Day 1 OVERVIEW
- 23. THE PREDICTIVE INDEX YOU + OTHERS + FIT Better Work. Better World.
Hinweis der Redaktion
- HOW MANY PEOPLE IN THIS ROOM ARE WORLD CLASS INTERVIEWERS? Some may be, but your organization isn’t Although fantastic, you can’t have an entire organization of magic unicorns
- HOW MANY PEOPLE IN THIS ROOM ARE WORLD CLASS INTERVIEWERS? Some may be, but your organization isn’t Although fantastic, you can’t have an entire organization of magic unicorns
- HOW MANY PEOPLE IN THIS ROOM ARE WORLD CLASS INTERVIEWERS? Some may be, but your organization isn’t Although fantastic, you can’t have an entire organization of magic unicorns
- (Why do we have heart?)
- (Kind of gross example but I’ve done work with conagra and their slaughter houses. Those people are passionate about what they do because they feed the world. It is the most disgusting job) (Sales in different companies isn’t always the same… Fast moving flat organization vs. IBM process heavy, hierarchical sales) (are they data oriented going into a social job) (e.g., they believe in collaboration and teamwork and the company doesn’t operate that way) (e.g., they like big money but company is about shared rewards and success) (e.g., rugged individualist with a group of charity oriented altruists.
- (Kind of gross example but I’ve done work with conagra and their slaughter houses. Those people are passionate about what they do because they feed the world. It is the most disgusting job) (Sales in different companies isn’t always the same… Fast moving flat organization vs. IBM process heavy, hierarchical sales) (are they data oriented going into a social job) (e.g., they believe in collaboration and teamwork and the company doesn’t operate that way) (e.g., they like big money but company is about shared rewards and success) (e.g., rugged individualist with a group of charity oriented altruists.
- (Can they do the job; Not will they) (e.g. nurse, CDL vs. Account Management) (e.g., Series 7, CDL) (e.g., machine learning, speaks multiple languages) (e.g., COO role who will also have Finance responsibilities) (e.g., drug approval process experience)
- (Can they do the job; Not will they) (e.g. nurse, CDL vs. Account Management) (e.g., Series 7, CDL) (e.g., machine learning, speaks multiple languages) (e.g., COO role who will also have Finance responsibilities) (e.g., drug approval process experience)
- (Can they do the job; Not will they) (e.g. nurse, CDL vs. Account Management) (e.g., Series 7, CDL) (e.g., machine learning, speaks multiple languages) (e.g., COO role who will also have Finance responsibilities) (e.g., drug approval process experience)
- When we look at candidates, we think about the head, the heart and their briefcase. Unfortunately, we put too much emphasis on the briefcase, where they were educated, what they’ve done and don’t spend enough time understanding what makes them tick. The sad reality is that we are Hired for what you know. Fired for who you are. (Why do we have heart?)
- Say something like: PI just provides insight into what motivates you or future employees so that we can establish our better professional world. The Behavioral Assessment is scientifically valid, with over 20,000,000 assessments taken (that’s a lot of data to back it up). The results do not include or exclude you from anything.
- Say something like: But how do they do this? How do they know what’s awesome? PI uses a talent methodology that measures drives, needs and behaviors. Drives create needs and behaviors are then a response to a need. Some drives are born in us – like the drive to survive. Some other drives are the result of heredity, experience and learning. For example, everyone has the drive to survive. That drive causes us to feel a need to eat food every day. The need to eat food (being hungry) results in the behavior of walking across the street to a café get a sandwich. The drive creates a need and the need results in observable behavior. However, people are different. They have different drives and needs. You may see similar behavior, but the drive and need behind it isn’t the same. For example, some customers are at that café because they are hungry, but others may be there because of a need to socialize and meet up with friends. Again, similar behavior, but the need for being there is different.
- It’s a short assessment that takes less than 10 minutes to complete and provides so much great information for you and our organization. There is no need to study or prepare. There is no judgement. No pass/fail. No wrong answers.