The document discusses using pre-employment assessments like the Winslow Dynamics Profile to select high performers and reduce turnover. The Winslow Dynamics Profile measures 24 competencies and 50 dimensions of behavior that have been validated through 8 million assessments to predict job performance. Companies can utilize the Winslow Dynamics Profile for selection, development, and creating customized position profiles to identify the traits required for success in specific roles.
4. 4
Impact of Assessment on
Turnover
* Terminations at the end of three month probationary period; cost savings of $8.4 million
5. 5
12 Contributing Psychologists including Denis Waitley
The Most Thoroughly Validated Assessment
8 Million Participants; Norms Updated every 2
Years
World Class HR Licensed by Executive Career Hub
CEO – Chris Saffer, Executive Career Hub and Solutions 5 Consulting
Victor Bullara, Certified Master Coach and Winslow Dynamics Profile Coach
24 Competencies/50 Dimensions (Dynamics Profile)
Not All Are Created Equal (some competencies more difficult to develop)
Detailed reports for Individual (40 pages) , Executive (5 pages), manager (18 pages)
Winslow: Providing Insights into Predictable Behavioral
Success
6. 6
Interpersonal
Sociability
Recognition
Conscientious
Exhibition
Trust
Nurturance
Dedication
Ambition
Endurance
Assertiveness
Boldness
Coachability
Leadership
Organizational
Alertness
Order
Flexibility
Creativity
Responsibility
Self-Control
Self-Confidence
Composure
Tough-Minded
Autonomy
Contentment
Control
24 Traits in the Dynamics
Profile
Scientifically proven measures of predictable performance
In 90% of the cases,
failure is directly
attributed to some
aspect of human
behavior that could
have been predicted
8. 8
Accuracy
Questions with only one correct answer
Can determine if participants accurately read and understood the questions, ,
whether they were paying attention and selected their answers correctly
Example: “The United States is the only country with television.”
Objectivity/Faking (30% of all tests results are invalid and no one else controls for it)
Can detect if participants answered the questions objectively, unintentionally
exaggerated answers or intentionally selected socially desirable answers in
order to obtain desirable results
Profile questions describe implausible positive behaviors that no person
manifests – Example: “I complete every project that I start”
Profile questions describe common negative behaviors that every person
manifests
8
Unique Controls for
Validity
12. 12
Person Specific Success
Profile
Deeper dive with a
specific position in mind
shows 5 areas of
“caution” and 3 areas
of “concern” with a “Net
Score” of +13 which
would predict only
average performance
13. 13
Deeper Dive illustrates Weakest
Links
Unlikely to be successful
No Mitigation of Liabilities
No Mitigation of Liabilities
Concerns; Mitigated Strengths
14. 14
Utilizing Winslow
Dynamics
Creating a Company Position Compatibility Summary (PCS)
Brief Worksheet about the Role, Department, Job Duties, Performance Expectations
Builds company specific competency model for selection, development, et al.
Benefits:
Develop a scientific, predictable model of the traits associated high performance
using the most thoroughly validated (per the EEOC) assessment tool
Use this model for assessment, development and executive coaching
Demonstrate to investors the due diligence you have completed so that the venture
will be successful in meeting revenue and growth targets.
Increases retention based on the individual’s line of site to career advancement,
and a demonstration of the company’s investment in their future
Post Assessment Analysis
Individual report with detailed development plan (40 pages) delivered by Certified
Winslow Dynamics Coach (Victor Bullara)
Detailed scoring model pinpoints “matches” and developmental needs
Company specific dashboard - one place to view assessment status
Over 2,000 personality assessments available today • Spending on assessments up 20% in US last year to $1.5 -$2B annually (Workforce) • 77% of organizations across industries now include some form of selection assessment in overall talent acquisition (Workforce) • Over 80% of Fortune 500 companies use Personality Assessments in the “Hire-to-Retire” life cycle (Psychology Today) • 92% of Best-in-Class companies use assessments to improve workplace performance (Aberdeen 2011) • Companies with strategic leadership development have 62% less turnover among high-performers (Bersin) • 75% of Best-in-Class organizations directly attribute changes in revenue or profitability to their assessment strategies 11
The CEO of a technology start up would have vastly different operating measures than the CEO, COO or SVP of a stable, Fortune 500 company looking to sustain a 3 to 5% growth rate. Assessing them based on the same behavioral benchmarks doesn’t make sense. The profile of a CEO of a technology start up would take into account the success attributes of their role based on time spent, span of control, industry and start-up phase. Emotional Traits – more difficult to change and take longer: “Sociability, Exhibition, Assertiveness, Alertness, Structure, Creativity, Self-Confidence, Composure, Tough Mindedness, Control E/A = Conscientiousness, Boldness, Order, Flexibility, Autonomy
May 24, 2012, the consulting firm Booz & Co. released its twelfth annual study on CEO succession, and showed some similar findings about chief executives. The Booz study, of the world’s 2,500 largest companies, reports that from 2009 to 2011, companies let go 35% of CEOs hired from outside, compared to 19% of bosses who were promoted from within. Also, CEOs who come up from within, stay on their jobs for a year longer than outsiders, an average of five years, as opposed to four. Companies apparently recognize the advantages of hiring insiders. Four out of five new CEOs rise through the company ranks, says the study. Move up http://i.forbesimg.com tMove down Companies with insider CEOs outperformed their regional stock market index by 4.4%, while those companies run by outsiders did just 0.5% better than the index. N = 350 companies with 1,000+ Like turbocharging a standard 4 cylinder engine
In order for a self – reported personality assessment to have any relevant correlation with job performance their must be a control for faking, gaming the system or anticipating “correct” answers.
In general, looks pretty good….Above the Group Average in some areas … tough to get a handle on overall
Net Score of 29 .... Range is 16-35 (Above Average; 35% is Outstanding Suitability for the roles 4+ Concerns = Not Good sign but need to investigate further
Net scores are pretty low for all but Jennifer, Dina Gus and Josh Red Flags on Jonathan, Tom, Bill and Aaron…. No mitigating strengths to make up for liabilities.