Inside Human Resources Blog

Union National Banks on SPS for Hiring the Right Employees

Welcome to the July 26, 2006 of The Total View
published by Success Performance Solutions, Written by Ira S. Wolfe

1.    Hiring the Right Employees:
Union National Banks on Success Performance Solutions

The following column was featured in the 2006 Central Penn Business Journal Profiles, published in July 2006.

When a landmark Lancaster County bank decided to create a branch unique to its market, it called on Success Performance Solutions to help select employees who could deliver an above-average outcome.

Dr. Ira S. Wolfe, Founder and President of SPS, and Marilyn Walker, Director of the SPS Assessment Center, met with leaders of Union National Community Bank and helped them identify the core competencies that would be required to work at the bank’s new Gold Café, a coffee shop that also happens to be a bank.

UNCB is cultivating new ground with Gold Café, and it needed to have the right people in place when the café’s doors opened. So competitive is the regional banking industry, UNCB could not afford to make any hiring mistakes.

SPS is a workforce consulting firm that specializes in helping employers to make predictable hiring decisions. Using its proprietary CriteriaOne® assessment tools, SPS custom designed a recruitment and screening strategy that not only attracted a wave of fresh applicants but incumbent bank employees, as well. “Our whole process ties people to a business strategy,” Wolfe says. To qualify, the café employees had to fit the job, the team and the new culture.

The first step was to brainstorm with UNCB leaders and create a description of a Gold Café employee. R. Michael Mohn, senior vice president of organizational development at UNCB, says with Wolfe’s guidance, the bank identified five critical skills: communication skills; human relations skills; the ability to think on one’s feet; team work; and sales ability. The goal? Combine good customer service and a great cup of coffee to create a banking experience like none other. The result: Grow the bank’s customer base and
capture more of the region’s market share in deposit, loan and investment revenue.

The ultimate challenge for UNCB was to find people who fit the job and the new culture, without alienating valued current UNCB employees, says Wolfe. “UNCB realizes good customer service is not just about being friendly, it’s about getting results,” Wolfe says. “If a top performer can get the job done now, will he be able to get it done when the job or environment changes?”

SPS assessments are “not based on personality alone,” he says. “Our reports describe how an employee would use his personality to get results.” Besides helping UNCB identify the critical skills required of a “financial barista,” SPS helped write the interview questions.

Mohn says he likes the CritieriaOne® assessment model because it can be used in the upfront hiring process, as well as in employee evaluations and succession management. “Because we hired on a specific set of competencies, we can evaluate ongoing performance and growth on those competencies,” Mohn says. He adds the model can be expanded to all positions at the bank and can work as a career-development tool for UNCB employees.

Of Gold Café’s seven employees, four were hired internally, says Mohn. The café opened in April. So far, he says, the team has met expectations in delivering exceptional customer service, as well as brewing new profit for the bank.

Download the full story:
http://www.super-solutions.com/pdfs/SuccessPerformanceFinal_UNCB.pdf
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2. Perfect Labor Storm Alerts #556 to #559

Fact #556:  Florida, Pennsylvania, and West Virginia are the oldest states where 17.6 percent, 15.6 percent, 15.3 percent of the population is elderly respectively. (Source: Census Bureau, National Institute on Aging)

Fact #557:  Three quarters of the 10.5 million older Americans living alone in 2003 were women. (Source: Census Bureau, National Institute on Aging)

Fact #558:  In 1960, just 1.6 percent of older men and 1.5 percent of older women were divorced. By 2003, 7 percent of senior men and 8.6 percent of senior women were divorced and not remarried. (Source: Census Bureau, National Institute on Aging)

Fact #559:  The percentage of elderly holding at least a bachelor's degree rose from 3.4 percent in 1950 to 17.4 percent in 2003, and is expected to top 25 percent by 2030. (Source: Census Bureau, National Institute on Aging)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95 at http://www.perfectlaborstorm.com

Don't miss day-to-day updates on Perfect Labor Storm. Save the Perfect Labor Storm blog to your favorites:
http://hrblog.typepad.com/perfect_labor_storm/

==============================================
3.  Customer Service Skills

Customer Service Skills Profile
This easy-to-use assessment solves one of your biggest headaches in customer service - ensuring consistency in your staff's performance.

How? By giving employee a clear picture of their unique strengths and areas they need to work on - and the motivation to acquire all the skills of an all-around good customer service giver.

Employees can rate themselves in seven competency areas widely considered to be critical to the ability to provide exemplary service:

Temperament / disposition
Communicating clearly
Engaging in joint problem solving
Building warmth and empathy
Attentive listening
Resolving conflict
Carefully negotiating

Learn more about Customer Service Skills Profile:
http://www.super-solutions.com/CustomerServiceExcellence.asp

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4. Quotes from Hire Authorities

We're under-investing in the business because of limitations of hiring.....we are unquestionably not getting the quantity of top applicants that the company seeks.
Sergey Brin, co-founder of Google, February 9, 2005

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5.  NEW! Basic Office Skills Testing
Employment tests are an important part of the hiring process, as they objectively assess proficiency and give employers quick results. Good testing software will help eliminate guesswork and ensure that you find the right person for the job.

We are pleased to introduce an office skills testing package which includes assessments to evaluate ten basic office skills. Our testing software makes it easy to determine a candidate's abilities in the areas of typing, data entry (both numeric and alpha numeric), ten key, grammar, basic math, proofreading, vocabulary, filing and spelling.

In addition to our standard tests, we also offer testing on MS Office products such as Word, Excel, Powerpoint, Outlook and others.

If you wish to purchase our office skills tests, you may either purchase software for PCs or buy them online, on a pay-as-you-go or unlimited usage.

More about Office Skills Tests:
http://www.super-solutions.com/OfficeSkillsTesting.asp

==============================================
Contact Information:
Success Performance Solutions  2137 Embassy Drive
Suite 218  Lancaster, PA 17603

email: iwolfe@super-solutions.com
voice: 717.291.4640
website: http://www.super-solutions.com.

Ira S. Wolfe Copyright 2006 - All Rights Reserved. Reprints and other distribution by permission only.

Why Executives Change Jobs

Welcome to the July 19, 2006 of The Total View published by Success Performance Solutions, Written by Ira S. Wolfe

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What's Inside:

     1.  Why Executives Change Jobs : Executives are bailing out of their companies to take new jobs at an alarming rate. Global competition and a growing shortage of skilled leaders offer temptations that few executives can resist. But the proliferation of outside opportunities may not be the only reason that executives quit their companies.

     2.  Perfect Labor Storm Alerts #554 to #555

     3.  Interview candidates online - fast, convenient, cost-effective

     4.  Quotes from Hire Authorities

     5.  Assess Executive Development Reports

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1.   Why Executives Change Jobs

Executives are bailing out of their companies to take new jobs at an alarming rate. Global competition and a growing shortage of skilled leaders offer temptations that few executives can resist.

But the proliferation of outside opportunities may not be the only reason that executives quit their companies.

Research from the Cornell Center for Advanced Human Research Studies shows that some managers are hard-wired for networking, self-marketing and responding to headhunter calls.  These managers are much more likely to spend their time searching the market - no matter how much they like their current organizations. Says, Dr. John Boudreau, “Intelligence and personality are two significant reasons why.”

Boudreau and his team asked 1900 executives with average annual compensations of $165,000 to complete a questionnaire about their job search activities, compensation levels and career ambitions, as well as their job satisfaction, job stress, and the success of their current companies. The researchers also measured five personality traits--agreeableness, conscientiousness, extraversion, neuroticism (tendency to experience anxiety, insecurity and hostility) and openness, using a Five Factor Personality assessment (the same model used by our TotalView Assessment System, ASSESS System, and JobClues.) The research team did a follow-up survey to determine how many of the executives in this group had remained in their original positions.

Analysis of the data suggests that dissatisfaction with situational factors like job responsibilities, compensation and perceived organizational success is the primary factor in an executive’s decision to seek a new position. However, among executives who were equally satisfied with their jobs, those with higher intelligence levels were more likely to make themselves available.

The impact of personality is more complex.  Executives with high scores on agreeableness (cooperativeness in TotalView system), extraversion, and openness (innovativeness) were also likely to search more frequently than equally satisfied peers. Surprisingly, conscientiousness didn’t predict search, although prior research has shown this trait is related to job turnover among non-managers.

The research confirms what our clients have learned – cognitive abilities and personality traits do matter when it comes to predicting performance.   Now they may learn also which of their best and brightest are most likely to skip out too. 

In the war for talent what you do know about your employees may be your competitive edge. But what you don’t know may be the straw that breaks the camel’s back.

Evaluate your people skills pool, screen candidates, and retain your top talent. Learn more about TotalView Assessment System:
http://www.super-solutions.com/onlinepersonalitytests.asp#TotalView

and ASSESS Expert Systems:
http://www.super-solutions.com/onlinepersonalitytests.asp#ASSESS

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2. Perfect Labor Storm Alerts #554 to #555

Fact #554:  By 2030, 1 in 5 persons in the United States will be elderly. (Source: Census Bureau, National Institute on Aging)

Fact #555:  The number of men aged 65 and older who worked in 1950 has dropped from 46 percent to 19 percent in 2003, while the number of women in the workforce remained constant. (Source: Census Bureau, National Institute on Aging)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95 at http://www.perfectlaborstorm.com

Don't miss day-to-day updates on Perfect Labor Storm. Save the Perfect Labor Storm blog to your favorites:
http://hrblog.typepad.com/perfect_labor_storm/

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3.  Interview candidates online - fast, convenient, cost-effective

Total Applicant Processing System (Total-APS) provides an affordable and efficient online recruiting system for small and medium size businesses. Total APS is not just a resume processing system: it is a complete, total applicant processing system that includes job fit screening and selection tools. It enables managers to list job openings, administer screening tests, and direct candidates through an application that produces a ranking score, saving managers dozens of hours. Instead of sifting through piles of resumes and playing voice mail tag, managers can target their search to only the most qualified candidates. Simplify your hiring process today and employ the most powerful assessment tools to determine a candidate's job fit.

Learn more about Total APS (Applicant Processing System):
http://sps.hrdfit.com/demos/taps/check_flash.html

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4. Quotes from Hire Authorities

Life belongs to the living, and he who lives must be prepared for changes.
Johann Wolfgang von Goethe, writer

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5.  Assess Executive Development Reports - Leadership Competencies

Assess Executive Development Reports help the reader understand the impact of personal characteristics and abilities on the development and display of leadership competencies. Detailed descriptions are provided of:

Intellectual Abilities
Competency Feedback (with personality implications)
Competency Based Structured Interview Guide (with specific probes)
Management Suggestions (with specific resources)
Developmental Suggestions (with targeted resources)

To download a sample ASSESS Executive Development Report:
http://www.super-solutions.com/pdfs/ASSESSSample_Development_Executive.pdf

==============================================
Contact Information:
Success Performance Solutions  2137 Embassy Drive
Suite 218  Lancaster, PA 17603

email: iwolfe@super-solutions.com
voice: 717.291.4640
website: http://www.super-solutions.com.

Ira S. Wolfe Copyright 2006 - All Rights Reserved. Reprints and other distribution by permission only.

Employee Evaluation - The Total View, July 12, 2006

Welcome to the July 12, 2006 of The Total View
published by Success Performance Solutions, Written by Ira S. Wolfe =============================================
What's Inside:

     1.  Employee Evaluations Drive Performance and Profits

     2.  Perfect Labor Storm Alerts #551 to #553

     3.  Perception 360 Degree Feedback - Multi Rater Assessment (MRA)

     4.  Quotes from Hire Authorities

     5.  Eleven new health care templates added to JobClues

==============================================
1.   Employee Evaluations Drive Performance and Profits
      
It goes without saying. If you have ever terminated an employee for poor performance, the experience is disturbing and costly - both stress-wise and economically.

Two keys to avoid involuntary terminations, the politically correct term for giving an employee the old heave-ho, is first to hire the right person right off the bat. After they're on board, managers need to monitor their performance and provide feedback. Monitoring employee performance means having accurate measuring systems of individual performance.

For organizations to grow, these employees need performance information to correct performance problems and assess the effectiveness of their improvement efforts. Individuals need feedback about their strength and weaknesses.

Sloppy performance management was not an issue for employers even as late as the 1980s. As recently as 1982, sixty-two percent of the value of an organization was measured by its tangible assets. By 2002, nearly eighty percent of its value shifted to intangible assets, Yes that's right, the human capital of any organization now accounts for eighty percent of its value but until recently balance sheets still gave priority to equipment and buildings over its people.

A recent survey by Watson Wyatt confirmed that the annual performance appraisal has become so inadequate that many companies are abandoning appraisals in favor or a year-round evaluation and career development.  The majority of the employees in the study did not understand its company objectives and did not believe their performance is routinely evaluated or rewarded in line with those objectives.   

One problem with current employee evaluations is that even poor performers receive incentive bonuses and annual pay increases averaging 2.5 percent.  With top performers' increases averaging 5.6 percent, the pay differential between top and low performance is too small to drive behavior.

But the tide is turning. Smart organizations finally seem interested in optimizing the way these precious human assets are managed. Establishing an effective employee evaluation system is an organization's way of doing just that.

Employee evaluation is more than having a form completed once a year and stuffing it in the employee's file just in case you ever choose to discipline or terminate him or her. Effective performance management is about linking individual performance to corporate strategy and providing continuous feedback, positive and constructive.

Another hurdle for managers to jump is that most employees aren't being evaluated consistently. Performance reviews are scheduled willy-nilly, to address a problem or discuss next year's wage increase.  For those who do receive timely periodic reviews, they aren't always fair. Traditionally this lack of frequency, consistency and fairness has been a concern only for the HR department. Employee performance reviews have been avoided like the plaque and managers scattered when they saw HR walking down the corridors with those dreaded employee evaluation forms.

That is all about to change. Dollar signs are singing a new tune and the ears of executives and other business owners have perked up. CEOs, COOs and now even CFOs have caught the beat and are forcing managers to get a little rhythm. The traditional dance that managers chased managers to their cubicles has all of a sudden forced them center stage in many organizations.

Why all the fuss? In an 11-year study that included more than 200 companies from 22 industries, the financial and operational performance measure of companies who "lived" performance management and those organizations who did not was compared. The economic impact of this study was enough to give any executive chills up and down their spine - or just want to throw up his/her hands and cry.

The revenue growth for organizations with performance enhancing culture was 682%; for those without, these organizations grew by 166%. While many organizations might be happy with 166% growth, you'll probably want to keep reading. The net income growth (the bottom line) of the performance enhancing organizations grew by 756% while their counterparts grew by a measly 1%!

In a second study representing 2,800 firms, the top 10% verses the bottom 10% were compared. At the conclusion of the study, the top 10% sales per employee were $617,575 compared to $158,101 for the bottom ten. The turnover rate was 20.87% to 34.09% respectively. The combined results of these and other factors resulted in a 391% Return on Investment for the performance enhancing organization.

What can managers do to turn compliance-focused annual employee reviews into performance enhancing systems? The first place to start is by establishing three major goals for the system:

1) Help individuals to achieve specific performance objectives in order to be successful in their organizational role and to develop their skills and abilities at a personal and/or professional level;

2) Ensure that these objectives and individual skills development is linked to company strategic initiatives and the bottom line; and

3) Meet not only short-term but long-term development goals over a whole career for an individual.

Success Performance Solutions offers several solutions to managers and an alterative to the ineffective and time-consuming employee annual review. The Janus Performance Management System provides a comprehensive, step-by-step planning design to help manage this process effectively. Janus not only provides a suite of goal setting and appraisal forms and templates to help this action planning process, but also helps to ensure that all written documents are in plain language, complete, comprehensive, and easy-to-use. To read more about Janus Performance Management System,
http://www.super-solutions.com/janus.asp

For 360 degree (multi-rater) assessments, continue reading.
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2. Perfect Labor Storm Alerts #551 to #553

Fact #551:  The amount of time workers age 40 and older miss due to an injury or illness is greater by nearly a third than time off by younger workers. (Source: UnumProvident, Health & Productivity in the Aging American Work Force; Realities and Opportunities)

Fact #552:  Workers older than age 40 account for 50 percent of all short-term disability claims and up to 75 percent of long-term disability claims. Primary reasons for long-term work disruptions for age 40 and older include impairments fo the musculoskeletal and circulatory systems, as well as mental and cancer disorders.(Source: UnumProvident, Health & Productivity in the Aging American Work Force; Realities and Opportunities)

Fact #553:  Additional risk factors such as smoking, lack of exercise and obesity can result in health-care costs for workers age 40 and older that are nearly 300 percent higher than the younger workforce. (Source: UnumProvident, Health & Productivity in the Aging American Work Force; Realities and Opportunities)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95 at http://www.perfectlaborstorm.com

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3.  Perception 360 Degree Feedback - Multi Rater Assessment (MRA)

Perception 360 is a Web-based assessment designed to meet a variety of needs and applications necessary for increased personal productivity and effectiveness.

Perception 360 lets you design your own 360 surveys using our standard questions, writing your own survey questions or simply using our ready-made surveys. Your surveys can contain any number of questions and have an unlimited number of respondents. We do not charge by the number of respondents. You simply pay per target person (each person you wish to receive feedback from others).

More about Perception 360:
http://www.super-solutions.com/Perception360Feedback.asp

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4. Quotes from Hire Authorities

Efforts and courage are not enough without purpose and direction.
John F. Kennedy

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5.  Eleven new health care templates added to JobClues

Eleven health care job templates have been added to the JobClues Personality Assessment Suite.  The CLUES™ personality and Cognitive Assessments provide reports describing an individual’s core behavioral traits and cognitive reasoning speed. The reporting describes the participant’s core Personality and Cognitive measurements in the context of various job categories and what affect they may have on performance in that type of job.  It then provides specific behavioral interview questions based on how the participant scored in various areas.  The new health care templates target the following positions:

Medical Billing   
 
Lab Technician   
 
Nurse Assistant   
 
Pharmacy Aide   
 
Direct Healthcare Support Professional   
 
Direct Healthcare Supervisor   
 
Program Manager   
 
Registered Nurse   
 
Medical Assistant   
 
Emergency Medical Technician   
 
Counselor 

For more information about JobClues, go to:
http://www.super-solutions.com/JobCluesPersonalityTest.asp

==============================================
Contact Information:
Success Performance Solutions  2137 Embassy Drive
Suite 218  Lancaster, PA 17603

email: iwolfe@super-solutions.com
voice: 717.291.4640
website: http://www.super-solutions.com.

Ira S. Wolfe Copyright 2006 - All Rights Reserved. Reprints and other distribution by permission only.

Why Traditional Interviews Are Unreliable

Welcome to the July 5, 2006 of The Total View
published by Success Performance Solutions, Written by Ira S. Wolfe

Subscribe to The Total View, available on the HR Blog

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What's Inside:

     1.  Four for the Fourth

     2.  Perfect Labor Storm Alerts #549 to #550

     3.  Interview Questions You Can and Can't Ask

     4.  Quotes from Hire Authorities

     5.  Leadership Clues for Self-Development and Managers

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1.   Four for the Fourth

A.  Why Traditional Interviews Are Unreliable

Why do people hired by the same methods, doing the same job, and
managed by the same person perform so differently? Dependency
on the traditional interview is a prime reason. Traditional interviews
are historically and scientifically poor predictors of success on the job. Why?

> Bias of the interviewer(s). No two interviewers assess the candidate's
responses the same way.
> Candidate's responses are affected by the environment in
which they are interviewed and by the rapport established with
the interviewer.
> Many questions don't accurately measure what you want them
to measure.
> The responses sound and feel good but they aren't predictive of
job success.

B.  You can fool all the people some of the time.

At least half of all new hires in US businesses don't work out.
Source: Fortune Magazine, February 7, 2000.

30% of business failures are due to poor hiring practices.
Source: Department of Commerce

C.  How to Hire with More Accuracy for Less Cost

Assuming a cost per hire = $7500, the real cost to hire the right employee based on the type of interview conducted.

Traditional Interview

% of right hire successes = 14%; Real cost adjusted for mis-hires = $53,571

Team Interview

% of right hire successes = 35%; Real cost adjusted for mis-hires = $21,429

Behavioral Interview

% of right hire successes = 55%; Real cost adjusted for mis-hires = $13,636

Source: The Tax Advisor, September 1996

D.  A manager who hires a person without a natural match and thinks he can overcome the new hire's shortcomings with training might as well be trying to train a rabbit to swim or a fish to fly rather than hire a fish and a bird in the first place.
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2. Perfect Labor Storm Alerts #549 to #550

Fact #549: 14.1% of employees lied about their education on their resumes in 2005.  (Source: InfoLink Screening Services)

Fact #550:  One out of every four agricultural jobs is held by an illegal immigrant; 17 percent of all office and house cleaning positions, 14 percent of construction jobs, and 12 percent of food preparation workers also are held by undocumented workers.  (Source: Pew Hispanic Center, 2006)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95 at http://www.perfectlaborstorm.com

Don't miss day-to-day updates on Perfect Labor Storm. Save the Perfect Labor Storm blog to your favorites:
http://hrblog.typepad.com/perfect_labor_storm/

==============================================
3.  Interview Questions You Can and Can't Ask

Free Download:
http://www.super-solutions.com/pdfs/InterviewingGuide_WhatCanYouAsk.pdf

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4. Quotes from Hire Authorities

Like everyone else, I've got the same trucks.  Like Everyone else, I've got the same potatoes.  Like everyone else, I've got the same machinery.  The only thing I can have different is better people.
Herman Lay, founder of the H.W. Lay Company, later to become Frito-Lay

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5.  Leadership Clues for Self-Development and Managers

Leadership Identifier is typically used by management to look at internal employees and how their core traits fit within a typical leadership role. The report shows a "Good", "Ok" or "Poor" fit for each of the individual's traits as compared to general leadership traits.

Leadership Self Development is designed to be used by an individual who wants to explore their own core personality traits and how they affect their leadership style. The report provides tips as to how the individual can develop themselves in a leadership role.

LeadershipClues reports will tell you how an individual's personality traits will affect:
Win-Win Team Approach
Decision Making
Feedback and Follow-up
Handling Confrontational Situation
Motivating Others
Problem Solving
Planning and Organizing
Consistency
Making Presentations
Handling Change

View a sample Leadership Clues report:
http://www.super-solutions.com/pdfs/LeadershipClues.pdf

View a sample Leadership Identifier report:
http://www.super-solutions.com/pdfs/LeadershipIdentifier.pdf

Ira S. Wolfe Copyright 2006 - All Rights Reserved. Reprints and other distribution by permission only.

Effective Communication Improves Financial ROI

The 2005/2006 Watson Wyatt Communication ROI Study™ confirms an earlier 2003/2004 study showing that effective communication is a leading indicator of an organization’s financial performance.

KEY FINDINGS

• Companies that communicate effectively have a 19.4 percent higher market premium than companies that do not.
• Shareholder returns for organizations with the most effective communication were over 57 percent higher over the last five years (2000-2004) than were returns for firms with less effective communication.
• The 2005/2006 study found evidence that communication effectiveness is a leading indicator of financial performance.
• Firms that communicate effectively are 4.5 times more likely to report high levels of employee engagement versus firms that communicate less effectively.
• Companies that are highly effective communicators are 20 percent more likely to report lower turnover rates than their peers.

Other Survey Findings

• Two-thirds of the firms with high levels of communication effectiveness are asking their managers to take on a greater share of the communication responsibility, but few are giving them the tools and training to be successful.
• Global firms are not customizing their messages to meet local needs or cultural sensitivities.
• On average, firms within the financial and retail trade sectors rank among the most effective communicators. Health care, basic materials, telecommunications and other service companies rank among the least effective communicators.

Improved financial performance begins with linking individual contributor's performance with organizational goals.  Success Performance Solutions are experts in assessing employee engagement and employee comptence.  For more information about Success Performance Solutions, go to http://www.super-solutions.com.

For more information about the Watson Wyatt study:

http://www.watsonwyatt.com/research/resrender.asp?id=w-868&page=1