WHERE ARE YOU GETTING YOUR PRODUCTIVITY?

Over-relying on top performers to get things done is 'Managing on the 'Edge of Failure'

Many top performers are getting burnt-out from carrying excessive workloads
They feel that very little of their added value is tricking down to their paychecks
They resent managers who hire and tolerate poor performers.
Given total power, high performers said their first move would be to "Fire non-performers"
If your top performers leave or get sick, you are 'in a world of hurt'
Managers have very different perspectives on what what causes a high performer to excel

The ultimate RISK to productivity is failing to hire-develop-retain top performers. WHY?

Because top performers add 4-8 times more value. Sadly, managers have grown so complacent they accept the easy but false belief that "Average" is good. This is wrong because Industry leaders are setting higher standards for the organization

VALUE CURVE RESEARCH EVIDENCE

Schmidt & Hunter's research shows top performers (in the 84th percentile) far outproduce average workers by

19% in unskilled roles, 32% in skilled roles, and 48% in professional and managerial roles

O'Boyle & Aguinis (2012) found that 20% of employees generate 80% of the value an organization creates.

This value gap is largest exactly where it costs the most. Here is what the talent gap means in dollars:

In $40,000 roles, poor performers contribute $32,000 less per year than a top performer.
A top performer in that same role adds $16,000 more per year than average — roughly 40% above the role's base value.
At a $65,000 average salary, 1,000 top performers would add $26M in value per year over an average-performing workforce.

TO HIRE-DEVELOP-RETAIN TOP PERFORMERS USE A 3-STEP TALENT ENGINEERING PROCESS

Standards — Define high performance in a specific role-team, and environment.
Measures — Objectively measure people against those standards
Solutions — target development to close measured gaps and track performance

APPLICATIONS TOOLKIT

Candidate Guide attracts exceptional people
Hiring Guide selects in top performers
Development Guide focuses on talent gaps
Coaching Guide shows the path to excellence
Self Management Guide success model
Culture Guide edits habits and expectations

Description of the 3-Step Process

1) Set High-Achievable STANDARDS

Identify what distinguishes highly productive people in a specific job. They represent working models of how to excel. Most employees want to know why their successful peers excel and will copy them without being asked

Here's the secret: high performers work smarter not harder

2) MEASURE performance results and talent causes

Compare candidates/employees on the high performers' job-specific standards. Give employees a "Success Profile " of what distinguishes high performers they can use to self-assess without being judged. Change the driver for improvement to be internally motivated and regulated

3) Matrix alternative SOLUTIONS to talent gaps

Build a matrix of talent standards matched to alternative leaning solifluctions. We developed and continuously update a table of 25 learning solutions for each talent standard - so employees always have choices

Proof that Talent Engineering adds Measurable Value

5 Major Clients issued us Contractor Badges

Accurate Quantitative Performance Prediction

Alcatel, Hitachi, Johnson & Johnson, Nokia, Texas Instruments each issued Performance Advantage a contractor badge to work inside their global operations applying 3 decades of applied research on thousands of high performers

Accurate Quantitative Performance Prediction

87% predictive accuracy.
Talent Engineering analytics accurately predicted performance ratings for 42 HR professionals with 87% accuracy — precise enough to drive 14 real job changes.

Workforce Alignment

Accurate Quantitative Performance Prediction

Workforce Alignment

73% of scheduled layoffs avoided.
A workforce alignment analysis uncovered hidden, transferable talent and reassigned 41 of 56 engineers who were scheduled for layoff but were reassigned new roles

MORE REAL WORLD EVIDENCE OF TALENT ENGINEERING VALUE

Save $Millions by Reducing technician turnover 16%

HIRIING QUALITY PROBLEM

At a wafer fab operation, technician turnover was costing $millions in production errors-delays, quality problems, plus excessive hiring, termination, training, and manager time spent supervising poor performers.

TALENT ENGINEERING SOLUTION

We identified a sample of technicians with high work quality, low turnover, and conscientious work habits. We studied them on 5 levels of talent measurement and built a PROFILE of what distinguished them.

Talent Engineering software produced guides to hire, develop and manage on these high standards.

RESULT: turnover dropped, productivity increased and the client ordered Profiles on all their jobs

Assessment-based Leadership Development Gets Results

We led an international team of psychologists and talent consultants to develop and execute a leadership assessment-development process

510 middle managers and executives were assessed and coached on 21 leadership standards.

One year later, leaders coached on 21 standards received significantly higher feedback ratings from mangers-peers-subordinates.

Uncoached managers ratings did not improve

Culture-Climate Analysis led to Successful Interventions

A 90-item Work-People-Environment survey was conducted on over 600 production plant employees and their managers. Analysis of organization culture-climate issues causing dissatisfaction were reported to site-wide teams who successfully solved most issues

Blueprint to Work-Life Success

Our studies of high performers showed that they succeed at work because they succeed in life.

Their mutually inclusive Work-Life goals were achieved and then sustained by pursing a timely balance of Performance, Growth, Satisfaction and Well-Being.

We coach this Work-Life Balance principle in a 2-day workshop delivered live, virtually, and in self-study format so everyone can attend. Win-Win formula:

Productivity with Work-Life Success
Highest rated training for 3 years in a row
Most attended workshop across all job levels
90% participant satisfaction scores
Participants adopted 'self-Management'