Profiles International - Victoria eNewsletter August 2009
..............How Long to Change a Light Bulb?
When we think about a particular organisation, the number of people required to change a light bulb depends on whether we have the right person doing the job. If we do, we will NEVER be in the dark. If we don't, the organisation could be in the dark for as long as we are willing to put up with the darkness, or for as long as it takes us to fail—whichever comes first.
No one wants to fail, of course, but leaders don't always understand how not to fail, especially when it comes to putting people in the right places to get the job done. We hire someone who is intelligent, motivated and able to do many different things. Then, without considering our decision as thoroughly as we should, we put the person in a job that is completely unsuited to him. The demoralizing result? The job is not done efficiently, is not done at all or the person quits in frustration. Or we let him go.
We don’t have to operate this way. Experts plan with their workforce in mind. Then they combine that plan with well-chosen tools so that they can get the company on target and keep it there. See below to discover how our team of experts views this planning process; perhaps it can help your organisation identify flaws in your own plan:
1. Establish where your business is going. When you are on holiday, it’s exciting to get to your destination by leaving the main road. When you are executing a business strategy, the "getting there" part matters more. You must ignore the side roads. You have to know the areas that you want to grow, the areas you want to maintain but make more profitable, and the areas to get rid of. You will also need to know how far and how fast you can move. Knowing your strategy helps you create a meaningful plan without distractions.
2. Understand where the labour market is going. You want to be where your potential labour force is. You must know and evaluate economic forecasts, demographic trends, regulatory changes, and where—and why—the talent is moving. This knowledge will help you realistically plan how long it will take to fill jobs and how much you will pay for talent.
3. Identify future talent needs. What jobs do you need to keep, create or phase out? What will be your most important roles to fill in a year ? What employee groups will be most critical to your organisation? In other words, which groups can help you accomplish your strategy?
4. Assess your current talent pool. Knowing who fits, who doesn't fit and who is capable of changing jobs will help you plan. Put some blinders on to keep from being swayed too much by personality. Focus on ability. Here are three questions that will help, if you answer them honestly: How well does the worker fit the new job? Will he/she have the skills to perform? How long does talent stay at our company?
5. Identify your talent gaps; plan how to close them. After you've done the assessing in step 4, you know what you need to do. Now focus on the four Bs: build your talent; bounce those who don't fit into new jobs or out of the organisation; buy new talent by recruiting it; and borrow labour on a temporary or contract basis. You don't have to use all four tactics. Employing only some of them might work just fine.
6. Implement the process. The key word here is "process,” meaning that this is an ongoing practice, not a one-time deal. To succeed, you will need top-level support. Executives will need to focus on priorities in order to build momentum instead of trying to achieve everything at once. And you will have to track what happens by the numbers. This means that your decisions will be based on facts rather than gut feelings.
So, how long is it taking your organisation to change light bulbs? If the process is too long and drawn out, it's probably not the bulb that needs changing.
FROM JIM SIRBASKU’S DESK
Case StudyPXT and Job Fit at a University
An institution of higher learning wanted to hire workers who would be successful as enrolment counsellors. ProfileXT's job match percent, which offered the institution an indication of good performance when measured by job fit, used a "lead to enrolment" score to help determine top and bottom performers in the position.
The organisation chose 64 employees for the performance analysis. The results, which ranked the workers by their scores on the "lead to enrolment" question, revealed a strong linear relationship between job performance and the percent match to the pattern. This means that the higher a worker's percent match to the pattern, the greater the probability he or she would achieve a high performance score.
Sixty-four workers participated in the analysis, and they were evenly divided—32 in the top performer category (84 percent) and 32 in the bottom performer niche (16 percent).
Job Match Pattern
The pattern proved excellent at selecting the top enrolment counsellors. The job match pattern found that 23 of the 32 top-performing counsellors, or 71.9 percent, had a high probability of performing at or above the 84th percentile on the "lead to enrolment" question. When the organisation added retention to the performance question, 75 percent of top performers (24 or 32) had a high probability of working at or above the 84th percentile.
When an enrolment counselolr's percent match to the job match pattern was high, he or she was more likely to perform on a top level. Seventy-two percent of top performers ranked high on enrolments alone.
The job match portion of the ProfileXT® helps establish effective benchmarks for organisations that want to hire top employees. By using a job match pattern, leaders can quickly identify where individuals will likely fit into positions and where they might have to make adjustments to perform well. This information is important to job placement, training and overall planning.
Plan for Explosive Growth with PXT, PWC
Profiles' latest report on strategic workforce planning uses a time bomb as an illustration. Why? One reason is that only 21% of companies surveyed by a leading consulting agency take a strategic, long-term approach to workforce planning. This means that organisations seeking to maintain or grow key areas of the business may well self-destruct before business ever takes off.
One answer to this dilemma is ProfileXT®. It is also known as the Total Person Assessment because it evaluates thinking and reasoning skills, occupational interests and behavioural traits
PXT uses JobFit™ technology to clarify its measurements, and this helps employers build their hiring, training, managing, and promoting abilities. PXT helps predict job suitability, and it accurately matches people with the work they do, which helps businesses understand future talent demands and assess current talent inventories—steps 3 and 4 in the strategic workforce planning process.
Managers report success using PXT for initial job placement, identifying the best fits for promotions, succession planning, coaching, and self-improvement. Its multiple reports also help employers recognize potentially unproductive workers, as well as create solutions to the challenges of high turnover, poor training and communication, organisational identity confusion, interdepartmental conflict, and profitability issues.
Another assessment, Profiles WorkForce Compatibility™, examines seven important characteristics that define the relationship between an employee and the manager: self-assurance, self-reliance, conformity, optimism, decisiveness, objectivity, and approach to learning.
Once we measure and analyze these seven items for both boss and worker, each one receives a report. The manager's report provides a detailed description of the differences between herself and the employee on each characteristic, as well as a "best-practice" working style for both the manager and the employee. The "Working Together" section provides ideas for managing the employee, and the "Next Steps" section provides detailed instructions on how to move forward.
The employee report shows the worker her similarities to—and differences from—the boss, with ideas for making the work relationship smoother.
PWC helps both manager and employee communicate better, spot conflicts before they occur, and successfully resolve problems.
Are you ready for explosive growth? Plan for the success you envision by using proven assessments to help point the way. Call Profiles Victoria on (03) 9673 9888.
IN THIS ISSUE
...How Long to Change a Light Bulb?
PXT and Job Fit at a University
Plan for Explosive Growth with PXT, PWC
WHAT'S ON AT PROFILES
Tues 18th August
2pm - 4pm
There is no seminar scheduled for August.
PRODUCT OF THE MONTH
The versatility of ProfileXT™ means that we can use it at almost every stage of the employee lifecycle.
Let’s say we are trying to fill an important job from within the company and wonder how several key employees would fit there.
Job Match Patterns provided by ProfileXT™ are effective because they compare the qualities of our job candidates to the attributes of the most productive employees already in the job.
The patterns tell us whether candidates are similar or different from our top performers.
Job Match more accurately predicts job success than any of the commonly accepted factors, such as education, experience, or job training, according to a study by the Harvard Business Review.
And when people fit their work: they are more satisfied and productive, with less stress, tension, conflict, miscommunication, and employee turnover.
Organisations are using ProfileXT™ for placement, promotion, self-improvement, coaching, succession planning, and job description development, and clients say it is three to five times more effective than any other assessment they have tried.
Call us now for a 30% discount on RRP for all ProfileXTs ordered during August 2009.
For further information please contact
Profiles International -Victoria
T: 1300 PROFILES
(1300 776 345)