Assessments · Consulting · Training · Coaching

1. Who Can Do the Job: Building an Accurate Behavioral Profile Steve Waterhouse steve@predictiveresults.com Email for a copy of slides A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching

2. ROIs: • 1) Identify the key factors needed for a valid profile. • 2) Identify and adjust for company specific issues. • 3) Adjust a profile for the needs of specific leaders.

3. Hire qualified applicants. • Fairly assess the knowledge, skills, abilities and other (KSAO’s) of all applicants. • Use a valid, objective process for evaluation.

5. Can They Do The Job • Do we have clear requirements? • Did we develop them with an effective and objective process. • Are they up-to-date and forward looking? • Did we include knowledge, skills, abilities and other (KSAO’s) • Other = Behavioral Charteristics

6. Knowledge, Skills, Abilities and Other (KSAO’s)

7. What Behavioral Assessments Measure

8. Effective and Objective Process • Is it an Effective Process • Does it result in internal agreement? • Does it provide clear selection guidance? • Is it executable? • Is it legal? • Does it result in improved metrics?

9. Is it legal? • Challenges to the use of employment tests account for only 0.5% of EEOC Claims. • Legally defensible employment testing is now one of the safest harbors offering shelter from the howling gales of class-action EEOC litigation (Sharf & Jones, 2000). • This is not legal advice which can only be give by an attorney.

10. Is it legal? • Is it construct valid? • Is it valid for predicting job performance? • Is it neutral against protected classes? • This is not legal advice which can only be give by an attorney.

11. Effective and Objective Process • Is it an Objective Process • Is it business-results driven? • Can it be applied to all applicants? • Is it easily replicated?

12. Do Requirements Match Your KPI’s • Key Performance Indicators • Used to evaluate individual • Must be defined • Must be agreed upon

13. Who defines the requirements?

14. Gaining Consensus

15. Gaining Consensus Example from the PRO, Performance Requirement Options

16. Do Your Criteria Matter

17. Top Performers

18. Comparing Top Performers with Everyone Else TopPerformers All others

19. Top Performers vs PRO

20. 223% Turnover

21. 28% Evaluation Increase

22. 3X as Many Sales

23. Use a Complete Process

24. HR’s Input is Critical • Adjust for situational variables • Adjust for supervisors • Adjust for future needs Page 24

25. What Makes The Right Hire? PRO Behavioral Demands of the Job Education & Experience Requirements Job Performance Key Result Areas PI Consultant Experience Job Analysis PIs Top Performers Assess Culture Stable, Changing Team Concept Boss/Leader Team Members PI Job/Validity Study

26. Identify and Develop Leadership and Manager Leaders need to demonstrate •organization building while multi-tasking •tension between democratic/ participative vs. autocratic/ entrepreneurial •expert maintenance •process control •task management • entrepreneurial drive •push change •compete Leadership Strategy

27. Who Can Do the Job: Building an Accurate Behavioral Profile Steve Waterhouse steve@predictiveresults.com Email for a copy of slides A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching

28. Sales Teams are Underperforming Opportunity • Typically the top 25% can outsell the bottom 25% by 200% - 500% or more. Page 28

29. The Problem Before WWII • “90 Day Wonders” • Great training = Great performance

30. Case Study: Outside Sales

31. The Reality After WWII • Critical people failed • Great training was not enough • Some can, some can’t

32. How Top Dealers Do It • Know what top performers look like • Attract high potential candidates • Identify them quickly (before interviews) • Hire them before they get away • Manage them effectively

33. They Use a Behavioral Assessment

35. Enhance Executive Team Coaching and Motivation Identify Leaders and Managers Attract, Hire and Retain Talent Predictive Index helps…

36. One Tool, Many Uses

37. What Dealers Ask Us To Do • Increase Sales • Improve CSI Ratings • Reduce Turnover • Reduce Mistakes • Eliminate Accidents

38. Bottom Line Results • 100% Increase in Sales • 50% Lower Turnover • 21% Increase in Revenue • 24% Net Growth • 15% Increase in Customer Service Ratings • 30% Reduction in Staff Requirements • $1M Bottom-Line Savings

39. How Top DealersHire Top Sales People Steve Waterhouse President A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching

40. How Top Dealers Hire The Best Sales People Steve Waterhouse President A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching

41. Certification Validity Studies Roll Out Check in Evaluate Selection Develop Ideal PI’s for critical jobs Review progress and data. Adjust as needed. Meet with recruiters to discuss progress Begin recruiting Train Recruiters Train Managers Leadership Meet with managers to discuss progress Survey all employees Managers meet with their teams Meet with Senior Management to review metrics

42. Accidents Can Be Prevented

43. How To Grow Dealership Profits in Any Economy Steve Waterhouse President A PI Worldwide Member Firm Assessments · Consulting · Training · Coaching

44. Attract, Hire and Retain Talent • Define and Attract Ideal Candidates • PRO pattern development • Validation studies • Customize advertising • Improve Interviewing Process • Improved job matching • Improved interviewing

45. Your PI’s

46. Identify and Develop Leaderships and Managers • Identify leaders • Who fits corporate needs and culture • Highlight coaching needs • Build leaders before you need them • Identify motivations and drives • Individual understanding build success

47. ImproveCommunications Skill + Insight Effectiveness

49. Predictive Results 1467 Walnut Creek Drive Orange Park, FL 32003 904-269-2299 Steve Waterhouse President Assessments · Consulting · Training · Coaching

50. The Predictive Index Process • Assess People