Workplace Assessments

June 2007 - Security Recruiter Workplace Assessments

All articles written by John Howard, Ph.D., except where noted.

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The Myth of Overnight Success
From Jim Sirbasku’s Desk

With some satisfaction, I put aside a short magazine article about an author who achieved "overnight success." The tale was like gauzy cotton candy, a fun and inspirational read about yesterday's nobody and today's toast of the town. Sweet on the tongue, it disappeared quickly.

I admit that the words "overnight success," drew me in. "Success" is not a dirty word, and frankly, it's fun to believe that this writer's greatness just "happened" while the rest of us were involved in eating, sleeping, or workday ritual.

Back to reality. Although walking among us mortals are gifted athletes, painters, scientists, physicians, judges, teachers and wizards of business, their greatness is merely what we see. With no disrespect to anyone's raw talent, we should be giving genius credit for having a plan and working it. We cannot wave a wizard's wand over someone and turn him into a leader. We must grow our leaders. How? Just like the good athlete grows into the great athlete through hard work and practice, the excellent athlete with a vision moves into a coaching spot and molds others. We should always watch those striving for excellence; they show us how to lead. Although gifted leaders make what they do look easy, it's part of their everyday practice.

Consider the 10-year rule that researchers have studied for well more than 10 years. This rule says that 10 years of focused training is the minimum a person must spend at a specific activity to reach an expert level. The training must deliberately focus on gaining expertise in a specific area. Thus, a good pianist aspiring to greatness would concentrate on a certain goal, perhaps jazz piano, and study and practice a certain amount of time every day to attain that goal. A good leader leads every day, by making the difficult decisions based on knowledge and experience.

I am not saying that in pursuit of hard work we should ignore nature and nurture. I recognize that "nothing but net" is more easily attained by the player whose reach is closer to the ceiling than the floor. I understand that involved parents and other mentors play a role in what children will become.

But we should never just assume that the likes of a Dave Brubeck, Erma Bombeck, Nellie Bly, Jimmy Stewart, Sally Ride or Tiger Woods just became great musicians, writers, journalists, actors, athletes or astronauts because they were born to it. That denies them their right of achievement and says to the rest of us mere mortals, "Why bother?"

10 STEPS TO GREATNESS

1. Envision a specific goal.

2. SEE yourself working toward this goal, whether it is playing the flute or peering through a microscope or flying a jet.

3. Research the steps it will take to achieve your goal. Study the achievements of others who have attained similar goals.

4. Think about taking the first step first, then the second, and so on.

5. Use positive words when you think or talk about your goal.

6. Create a plan that moves you daily toward your goal.

7. Work each day at the appointed time even when you don't feel like it.

8. Set a date for achieving milestones: "By March 1, I will have read six books in the leadership series. By July 1, I will have my first certification credential."

9. List the reasons this goal is attainable, doable, and fits you exactly.

10. Practice. Practice. Practice.

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BOOK REVIEW: Lou Adler's Updated Rules for Winning the Talent Wars

HIRE WITH YOUR HEAD: Using Performance-Based Hiring to Build Great Teams

Lou Adler is known in HR departments and by recruiters nationwide as the thought leader who successfully transformed hiring into a systematic and scalable process that leaves little to chance. Financial companies, hospital and health care systems, name brand online companies and product manufacturers are among the numerous organizations that rely upon Adler's Performancebased HiringSM to win the talent wars.

Every hiring manager and every outside recruiter knows Lou Adler and The Adler Group as the source for improving their hiring success. Through onsite seminars, workshops, keynote speeches and webinars, The Adler Group (www.adlerconcepts.com) trains thousands of people every year to help improve sourcing, interviewing, hiring and retaining talent to help companies prosper. In the third edition of HIRE WITH YOUR HEAD, Lou explains why the traditional methods of hiring and interviewing simply do not work. When the fundamentally flawed hiring process is compared to the Performance-based HiringSM approach, it becomes crystal clear which is the better way to go.

This up-to-date and fully revised edition of HIRE WITH YOUR HEAD features an in-depth look at the biggest change in the hiring arena since the introduction of the personal computer. Social networking sites, such as LinkedIn, MySpace, ZoomInfo and others have eliminated any secrecy in hiring and recruiting. Available positions that were once shared only with potential candidates are now two or three mouse clicks away from discovery by anyone -- competitors as well as applicants. With changes in the hiring world happening at the rate of Internet innovations, keeping up with the rapid pace is a challenge. Knowing how to manage the information and the candidates who hold the same information cards as the hiring manager is critical.

The same Wild West atmosphere that has put information on job openings on the fast track has also led to dramatic changes in the attitude of potential hires. There are fewer obstacles to keep employees in positions they find unfulfilling or unrewarding. The stigma of leaving companies has just about vanished, and changing jobs for shortterm and superficial reasons and accepting counteroffers are now acceptable. Qualified candidates can easily find new jobs and new opportunities. Companies must address these changes and adapt their sourcing and hiring methods to maintain any competitive edge.

HIRE WITH YOUR HEAD shows the reader how to find the best candidates, both active job seekers and passive browsers. Adler explores the use of multi-level sourcing, where pursuing a series of different channels ensures a constant flow of top candidates on an on-going basis.

Leveraging approaches such as predictive assessments, the methods described in HIRE WITH YOUR HEAD lead to a clear understanding of the candidate's problem-solving abilities, insights, intelligence, potential, vision and leadership skills.

For hiring managers, recruiters and anyone running a business or a department who wants to do a better job of finding, interviewing and hiring the best candidates, HIRE WITH YOUR HEAD is a highly recommended tool.

ABOUT THE BOOK:
HIRE WITH YOUR HEAD: Using Performance- Based Hiring to Build Great Teams
By Lou Adler
Wiley & Sons
ISBN: 0470128356

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CASE STUDY: Hospital Finds Job Pattern Success with ProfileXT™

Facing predictions of a shortage of one million nurses by 2020, the health care profession is looking at solutions for recruiting, hiring, training and retaining these critical workers. With their numbers at almost two million, registered nurses comprise the largest number of health care professionals.

This case study provides an examination of how one hospital used 22 registered nurses and the ProfileXT to develop a Job Match Pattern to find nurses performing at the highest level. Experts conducted the study to investigate the use of the ProfileXT Job Match Pattern program to further refine their selection process and identify those with the potential to become top performers.

This is critical to each health care entity. As nurses and nursing faculty age and health care delivery methods change, nurses are more and more in demand, both in the United States and abroad. In this country, the number of nurses taking the NCLEX exam required for licensing has declined since 1994.

The question becomes how to find the best registered nurses? What kind of person is considered a top nursing performer? Most health care professionals agree that good nurses think logically and on their feet; solve problems and readily accept the responsibility to do so; possess solid math and science skills; are organized and effective managers of their own time; anticipate what might happen to avert crises; and are emotionally stable and have excellent interpersonal skills. Other specific qualities will depend on the demands of the work environment. This is where the Job Match Pattern of the ProfileXT comes in.

To determine what kinds of nurses were right for its hospital, managers developed a recruitment and selection sub-team led by a cultural diversity executive and the human resources director. They focused on creating a recruitment/selection strategy and implementation plan in order to hire and retain the best candidates. In short, they looked at how the best candidates would perform on the job.

Method
The hospital team selected and ranked 22 of its registered nurses. They identified 12 of them as top performers, seven as moderate performers, and three as bottom performers.

Next the team developed a Job Match Pattern using the ProfileXT. They created the Pattern with a concurrent study format using ProfileXT software and the group of top performers. Then they compared the total group of 22 against the resulting Job Match Pattern.

Results
They selected an overall Job Match percent of 83 to represent a good match. This means that a match of 83 percent or greater should identify a top performer. Here are the results:

a. 10 of 12 top performers scored 83 percent or higher on the job match.

b. 5 of 7 moderate performers scored 83 percent or higher on the job match.

c. 0 of 3 bottom performers scored 83 percent or greater on the job match.

If the hospital had used an overall Job Match of 83 percent to select the registered nurses into two groups (top performers and bottom performers), managers would have selected 83 percent of the top performers and 71 percent of the moderate performers for the top group, and none of the bottom performers.

To discuss this case study or find out more details about how Job Match patterns can help your industry, call Profiles International at (254) 751-1644.

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SUCCESS STORY: Finding the Right Drivers for the Long Haul

EDITOR'S NOTE: James M.D. Maloney, president of United Freight Service, Inc., of Phoenix, Ariz., tells why his company has used Profiles' assessments since 1993.

Q. Do you have a story to relate about ProfileXT™?
A. ProfileXT gives me information about our people that is not just "on target," it hits the bull's eye every time. ProfileXT has helped us measurably improve productivity and the efficiency of every employee.

Q. What is the major benefit your company sees from Profiles' assessments?
A. We see a major help in the area of driver turnover. The American Trucking Association reported a national average of 109 percent turnover for medium-size carriers, with turnover for large carriers exceeding 130 percent. Our vice president recently attended a trucking symposium sponsored by our insurance carrier, and representatives shared their recent statistics on driver turnover. All were well above 60 percent and several were much higher. When we reported our 17 percent from 2005, we were met with looks of great disbelief.

Q. Were Profiles' tools the only reason for your decrease in driver turnover?
A. No doubt they were the main reason. This one benefit continues to save us thousands of dollars in recruitment and training costs.

Q. In what critical areas do the assessments give you answers you need?
A. First, we look at whether the driver is matched with the type of driving we have to offer. For example, would this person enjoy and excel in a long-haul position that involves little social interaction? Or would he perform better in a local delivery job, interacting with customers on a daily basis? So often what a candidate says he wants does not really suit him. Profiles' scientific assessments tell us.

Second, we use Profiles' tools to match two drivers on a team. We view these teams as occupational "marriages." The tools help analyze compatible people to create a successful relationship. They also can see conflicts in advance, giving us an opportunity to build teams that stay together longer.

Also, we use Profiles' tools to help us see other problems in advance. We will not hire an employee without the help of Step One Survey II™.

Q. What kind of flexibility has Internet use of the tools given you?
A. I can talk to potential employees anywhere in the country and point them to our customized Profiles web site. In 90 minutes or less, I can have printed reports in my hands that tell me what I need to know in order to decide whether I want to give the person further consideration for employment.

Q. When did United Freight Service begin using Profiles' assessments?
A. In 1993, and Profiles' constant development of new products and the improvements through the years have helped us improve. From the very first, Profiles helped us solve a problem that is common in our industry and saved us a ton of money as well as making my job a lot easier. As Profiles has introduced new assessments, we have been able to use them for a multitude of purposes. We have hired better, more reliable employees because we use your assessments. We also do a better job of managing and training, communicating, and motivating our people thanks to the information your assessments give us.

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STRATEGIES FOR WINNING: A personal story from Jim Sirbasku

Big Dogs Expect to Win*
Not long ago, Bud and I were inducted into the Sales Hall of Fame. During my acceptance remarks, I used the phrase "Fake it 'til you make it," which is a way of saying you should act like the person you want to be until you become that person. One of the other inductees was the late Mary Kay Ash, the founder and inspirational leader of the world-famous cosmetics company. She was honored posthumously. After my remarks, her grandson approached me and asked where I had learned "Fake it 'til you make it," because he had heard his famous grandmother say it many, many times. He told me it was something she taught all of her salespeople. She believed it had special meaning in times of adversity because no one needs to know when you are not doing well.

Today we're going to talk about acting the part of Big Dog. You may not be a Big Dog now, but if you're ever going to be one, it's important you think and act like one.

Here's the Big Dog Code: When a Big Dog comes on the canine scene, all of the others sit up and take notice. If there's going to be a scrap, they all know that the Big Dog is likely to win. But sometimes you see a fierce minipooch get into a dogfight and wipe out all of the competition. This happens because the mini-pooch knows the Big Dog Code and follows it.

Whether you would characterize your company as a poodle or a Rottweiler, when you follow the Big Dog Code, you will find that you expect to win, too. Here are the bones of the Big Dog Code.

a. Big Dogs Howl at the Moon
A full moon is the best promotional opportunity in the Big Dog calendar, and no pooch worth its bones misses the opportunity to let loose and let everyone know it's around. Big Dogs bark first, bark loudest and keep right on barking long after all of the lesser mutts have abandoned the opportunity. Seek out as many platforms as you can to howl out the many reasons your potential customers should sit up and take notice. There are many, and, like the moon, many can come to you for free. Seek out speaking engagements at key industry events, and host or sponsor useful seminars for the industry associations involved in your marketplace. Look for opportunities to contribute articles to industry journals. When the Big Dog starts howling at the moon, the rest of the pack joins in eventually. All anyone remembers is the one who barks first, barks loudest, and barks consistently.

a. Big Dogs Don't Chase Cars
Big Dogs don't waste their time chasing cars. They leave that to the mutts. They know that even if they catch the car, they wouldn't know what to do with it. Focus your efforts on chasing only opportunities providing a worthwhile return for your efforts. Before you start chasing prospects, be sure you know what you're going to do with them when you catch them, and be sure it's worth the effort. Chase only prospects who have adequate need for your products, have the wherewithal to pay for them, and are likely to yield some kind of profit. Don't get into the habit of chasing anything that moves. Leave that to the mutts. Be cool. You can afford to be selective. You're a Big Dog.

a. Big Dogs Will Hound You Until They Get What They Want
If a Big Dog sees a rival with a bone he fancies, he immediately goes after it, and nothing will stop him until the bone is his. Even if he is greeted with a snarl and a show of teeth, he'll withdraw a little, recompose himself and come back again and again.

Research shows that most big deals close after seven customer interactions or more. The same research shows that most salespeople give up after a single "No!" Winning the best deals takes persistence. Be a Big Dog. Persist until you get the deals you want.

a. Big Dogs Get to Know the Pack
Big Dogs get to know more of the members of their own pack and of the other packs running in their area. A great benefit of all this sniffing around is that the Big Dog is the first to know if someone new moves into its territory. This kind of fearless networking is key to looking like a Big Dog. Get out

and about. Make sure you meet the maximum possible number of people in your area who might eventually be interested in what you have to offer. Find out who else is operating in your area. Get your nose right into their business and get to know what they're all about. The Big Dog knows everyone on his block, friend or foe. Network constantly.

a. There's No Mistaking a Big Dog's Territory
Big Dogs mark their territory. The Big Dog's brand sends out a pungent "Keep off! This is mine!" warning to any potential interlopers. Protect your own territory. Once you've won customers, work hard to keep them. Let them know how much you value them. Find out what it will take to retain them, and work hard to meet their needs. Then let the world know: here are my customers, here's why they're eager to stay with me, and here's why you should be talking with me, too. Good relationship management will serve to keep other mutts out of your territory, and communication of testimonials and successful references will build your Big Dog reputation and help to bring in new customers. Once you win some territory, make sure everyone knows it's yours, and work hard to keep it.

a. Size Doesn't Matter if You've Got the Pedigree
When you're in a situation where everyone knows you're not quite as big a dog as you'd like to have them believe, remember a key rule: size doesn't matter if you've got the pedigree. Act like a thoroughbred. Be professional, adhering to a strict code of business ethics, and look after the important details. That way you'll always get the Big Dog respect you deserve. Professionalism and ethics are key.

Follow the Big Dog Code and everyone will assume you're a Big Dog. Do it because you know you deserve to win.

*From the book 40 STRATEGIES FOR WINNING IN BUSINESS by Bud Haney and Jim Sirbasku. © S&H Publishing Co., 5205 Lake Shore Drive, Waco, Texas 76710-1732. All rights reserved. Contact S&H Publishing Co., (254) 751-1644, for reprint permission.

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