Well, good morning everyone. I really appreciate the opportunity to be able to present this webinar and talk about something that's near and dear to my heart, the Predictive Index Assessment Tool, which is really understanding the strengths of your employees and how you maximize those strengths so that you can get objective data and drive productivity within your organizations. So we're going to kick off this morning and I'm going to ask you a couple of questions. How many of you feel that predicting behavior is easy to do? Whenever I present this to a group of HR professionals, you know, the looks that I get are always very, very interesting. But I think we all agree that people are complex and that making decisions about people can be difficult. You know, not only who do you hire, but how will they perform and are they the right fit for my organization? You know, they might look great on paper, they have great service manager background, they have great technician background, they have great dealership experience, but the reality is their behaviors may not be what my organization needs or they might not fit my culture. And you can't always tell that in an interview. So what I really want to chat with you about today is how do we find people's strengths and then how do we leverage those strengths through the use of objective and specific data to help us decode those complexities of people so that we can fully understand what drives workplace behaviors so not only do we get what we need, but they reach their potential. Because when people are working in what I call their sweet spot, aren't we going to get more from them than if we're asking them to turn into a human pretzel and be something that they're not and have to make all sorts of adaptations? So if there was a tool that could predict behavior and the impact, you'd certainly want to know how to put that puzzle together. Well, there is such a tool, extremely dynamic tool called the Predictive Index System and it is a system because it comprises several parts. We're going to focus on the behavioral part today and how you utilize this in your organization. How do we not only hire, but this is a hire to retire tool. It is for the life cycle of the employee and my question to you is, what does it cost you when you don't have the right tools? We all know that those costs are huge. Well, why would you use assessments? Obviously for pre-screening. We look at that resume and we see those characteristics and that background and experience that we think, oh wow, they were the service manager for a competitor down the street and they were there 15 years. They're going to be a great service manager for me. Well, there's a lot of questions that you need to ask before you make that assumption and make sure that you've evaluated your organization compared to their organization and do you need somebody proactive or reactive? Do you need someone who's a stayer or a lever? Do you need someone who's assertive or do you need a team player? What is it that you need? Do you need a flexible person or do you need someone who is much more predictable? So obviously for pre-screening, but what we're really trying to do is get the right people in the right jobs, look at their strengths, capitalize on those, motivate them in their area of strength, which is their sweet spot and then how do we manage them effectively? How do I modify my behavior as part of their team or their manager or supervisor or the president of my company or the HR manager to help them be more effective? And then how do we provide effective counseling and coaching so that we can build effective teams that communicate well, that understand each other and give us a leg up on really truly understanding our people? It is a puzzle. People are complex, but the more tools we can put in place. When you think about IT, IT pretty much gets in most companies what IT needs to run the business. Accounting gets the right software to manage the accounting systems and predict past experience and hopefully look at that data to help them look to the future. But often times the people side of the business gets overlooked and we don't always get those tools that help us. So we need another tool in the toolbox just like your technicians need tools. They need the right tools to fix those crushers and loaders and skid steers and all the things that they work on. So I want to just talk for a moment about what is the cost of turnover? This data is all over the board. It is reported consistently by multiple organizations, but most turnover is really due to bad hiring decisions. And most of the time when I ask my customers why someone does not work out in their organization, they don't say to me, I made a bad hiring decision. Most managers don't like to admit that, but what they will say is they are just not a fit. And what they mean by that is people do not fail because of what they don't know nearly as often as they fail by who they are. The behaviors that they have are not the behaviors that the job requires. And so regardless of what number you pick, what is that cost of turnover? We can argue these statistics all day. Research that I've done and all of the seminars that I've attended and learning, if it's a non-exempt, an hourly employee, you can figure 25 to 50% of salary. Let's say that you have a service tech that is $60,000 and now let's load them up with benefits. So we probably have at least a one and a third or one and a half times salary. Let's just say it's $60,000, $75,000, $100,000. You pick the number. It doesn't really matter what the number is, but I think what we can all agree is that it's a very expensive number. If it's 50% of salary, it's $30,000. If it's 50% of fully loaded, it might be $50,000 and that's a huge cost to a business. So how do we reduce that? By putting the right people in the right jobs, but before you can do that, you have to understand what your job target is so you can hire to it. There's nothing more frustrating for an HR coordinator, manager, supervisor than trying to hit a target when they don't know where the target is. So if we can help define that so you have something to hire to, that is half of the battle. And then once you get them on board, how do you manage and motivate them and keep them in this sweet spot right here that you can see on this little diagram? So in other words, how do we maximize productivity under pressure in a timely manner? Those are really the key elements when we're looking at behaviors because we all have time constraints. We all have expectations of the role and what we are trying to do is run a business where we have multiple things pulling on everyone, whether it's the customer, whether it's the internal customers, external customer, whether it's management, whether it's technology, whatever it might be, the expectations are high, the timelines are short. People expect for you to live in a competitive landscape and so we have to be better and have the best people on our team so that we can deliver the best results. So how do we predict workplace performance? If you only use an interview in your process, it's going to result in less than 20% accuracy. If it's an unstructured interview which goes like this, you know, are you open to working overtime and you know, tell me about your last job and what do you want to do with our company and it's a very loosey-goosey feel interview, you're looking at 6% success. If you add a behavioral assessment such as the predictive index, you're increasing to 23 and if you add a cognitive assessment and a cognitive assessment is simply what is that person's ability and capacity to learn and to solve problems. It is not an IQ although there are indicators that point to IQ. Now all of a sudden, we have increased our chance for success over 50%. You know, this is not a silver bullet. You have to look at all components, skills, experience, education, background, references, all of those things but when I think about the behavioral side and the cognitive side, if that's over 50%, now the rest of the sleuthing and due diligence that you would do to identify a candidate is going to make up the rest of that hire. So there are so many options. Where do I start? You know, there are thousands of assessments. There are a few that sit in the premier highly reliable space. High reliability, high validity, high validity space and you know, I know it's confusing. So I always say look for a tool that's simple, that's easy, that doesn't take a lot of time, that transfers not only the learning piece but also the validity and the reliability and couples it with technology so that you can own it and you can use it as you need it within your organization. You've seen a lot of these logos before. I just wanted to kind of show you where they sit in the strength and breadth of the assessments compared to not only the validity and reliability of the assessment but also the strength of the technology that goes with them because that's huge. Feel free if you have a question to drop me a chat and I'm happy to answer those questions as we go along. So my question to you is really a challenge. Where is your focus area? It's going to depend on your role in the organization. If you're in HR, my guess is you're spending a lot of time in these first two buckets. You're acquiring talent. You're trying to develop talent. You're looking at team building and communication and looking at culture and some of those things. But I guarantee as you move up the ladder in your organization to your higher level managers and into the C-suite, your CFOs, CEOs, CIOs, Chief People Officers and things, they're really looking at how do we maximize productivity in the organization? How do we get traction with our people? How do we build succession that works? How do we promote the right people? How do we get our organization running smoothly from a talent management perspective? And that's where they're focusing. So when you have analytics to take to the C-suite about people, now all of a sudden you get their attention because most people, most high levels rely on data as opposed to gut. Although I'm not saying that they don't have intuition because they may very well but data always speaks to people at the top of the organization. So we're going to kind of switch gears for a minute. I'm going to talk about the predictive index tool and how you use it for hire to retire. The first step is you have to define the job. What does the job require? Take the names, take the faces off. Let's look at what are those job duties and what are the education and skills that are required? What are those physical things that are required for the role? But most importantly, what behaviors? Do your job descriptions have behavioral characteristics tied to them? Because if they don't, how do you manage your appraisal process if you don't tie in behaviors along with the expectations for the skills and the duties that are required? So first we have to define the job so that we write the words that stimulate those kinds of behaviors in a potential applicant to get them to the table. So often in your industry what I see happening as I work with AED members across the country is they know of someone or it's a son of someone or it's a smaller community so they know who's out there, who the players are and they've gotten to know them but they really don't know how they work in the workplace necessarily other than the outside view. So using data either can confirm or it can give you better questions to ask during the interview process when you have that data. So now you attract those candidates then you can select and hire from that. Now we are working up that continuum with that focus group that we looked at a moment ago. How do we build those teams? How do we communicate so that we have more cohesiveness within our groups? How do we promote the right people? How do we coach and mentor them? And then finally how do we plan succession that works? Because if every person in your organization does not have someone that can pop into their chair in the event that something would happen and they would no longer be able to perform their job duties, that's huge in organizations and that's a huge risk to the organization. Let's talk about that match between the pro, the requirements of the job and the natural strengths and motivations of the person. How do we identify that and what does the assessment look like? It's very, very simple. It's two pages. This is just one page. The directions are simple. Please read the words in the list below and check those that you feel describe the way you are expected to act by others. It's a checklist of about 80 some words and of those this person goes through, it's free choice. Nobody says most like me, least like me, A, B, C, D, true, false. It's none of that. It's a free choice. It's a tool which means that you receive higher validity and reliability because people aren't forced into it. And I'll give you an example. If someone said to me, stack rank these three characteristics, entrepreneurial, adventuresome, assertive, rank them one, two, three. Well, if all three of those words speak to me which they all three do, how am I going to rank those? But if they were on a checklist, I would check all three and they're not necessarily weighted differently. And so you can see how this works. Page two is identical words. However, it's the way you believe you really are. From this very short assessment, how long do you think the average person takes to take it? Five to ten minutes, okay? We receive data that is just mind-boggling. We are able to see the comparison between who they believe they really are, what comes naturally when I'm at rest or under stress, how do I modify my behavior to meet the demands of my current environment, my job, what the expectations are, and at the end of the day, what is the combination of those two factors look like? So we're looking at the self-pattern, the adaptation which is the response to the environment and a combination thereof. So when I'm talking to this person, which person am I talking to themselves, their adaptation or am I speaking to some combination thereof? And it's very important to understand because we want to hire to the self, manage to the self, and motivate to the self. Because if there are a lot of adaptations in that self-concept and they're going through all sorts of behavioral contortions to be something that they think, perceive, the environment is expecting of them, how much energy does that take? If you are an introspective thinking style, but you spend your entire day energized with customer complaints and interactions and on the phone and face-to-face interaction day in and day out, and you have to put that smile on every day and be friendly and solve problems and deal with confrontation, and that's not who you are, that's going to take a lot of effort and at the end of the day, the end of the week, the end of the month, you're going to be worn out. And so what we try to do is find people that have natural inclinations and styles to match what the job demands are. So what are we measuring? We're measuring how are they attracted or repelled by certain things. Assertiveness, do they like to drive and assert and be dominant or do they prefer to be part of a team and look to someone else to drive? How do they communicate? Are they extroverted or are they, so they're people focused or are they more task focused? What is their pace? Do they like to work quick, quickly and not get into a deep dive focus or do they like to have a very focused approach? How do they manage through detail? Do they like to take risk or do they like to avoid risk? Do they like to problem solve and be creative or do they prefer to do research and problem solve that way? Are they proactive or are they reactive? Are they looking towards past history and experience to draw conclusions or do they like new future things? Is that what stimulates them? What is their morale? How do they make decisions? Do they make decisions based on gut or is it facts and logic? If you knew all of this going into an interview, think about how much depth and breadth you would have of interview questions to ask that person because what you're doing when you get to the interview stage is you're validating what you see on their assessment. So the four primary factors that we're measuring are dominance, extroversion which is communication, patience and formality. And you'll see on this chart that as that bell or bugle gets stronger, it becomes larger, it becomes more of that characteristic on the high side or the right side. Any characteristic that is the highest factor on a pattern is the motivational need for that person to express. And if you stifle that or you expect something else, you will be disappointed because yes, they can do it. I'm not saying they can't but my question is how long can they go through the contortions and be a human pretzel? If you have a highly patient person who likes to work at a steady, consistent, methodical pace, can focus really well and they get their best work when they're in their focus zone and they're constantly being interrupted and the pace is quick around them and they're constantly having to reset their priorities and having multiple interruptions throughout their day, what's that going to do to them and how does that impact their liking their position and their employee engagement? So these are the four primary factors. We also measure resultant factors. So when we look at this person, what motivates this person? You can see the self-pattern, you can see the self-concept and you can see the synthesis. For knowing nothing about the tool, you can see that these patterns are very different. We have someone here who says, I want to drive. I'm challenged by new future things, opportunities about things. I like to creatively problem solve. I'm introspective and reflective. I work at a steady pace and I take calculated risk. But when I go to work every day, I am all about details and making sure that I avoid risk at all costs. I become very patient. I'm still introspective and task-minded but I'm not driving anything. So if that were my employee and I saw this on a profile, I would say, uh-oh, I see low morale. I see someone who's going through, who's moving factors across the midpoint which is right here on the pattern where this delta triangle is. I'm concerned. I'm concerned that at the end of the day when I look at the synthesis that this person is A equals D which is in decision. I'm concerned for retention purposes. So perhaps I need to have a conversation and figure out what's going on in the environment so that I make sure that if this is a valued high performer that I don't risk losing this person. So talking about how do we set the job profile or the job pattern, we have a survey that is done, typically done by several people in the organization so that we get more than one view of what the job requires for success. And from that, we have a pattern. And from there, we call it whatever this position is. Let's just say this is a sales manager role and then we go to market or we look at our internal candidates and we assess our internal candidates based on who they are. And let's just say that this is one of our candidates. Do they look anything like the person that we said we wanted? No, clearly they don't. Do we not interview them if they're an internal? Absolutely not. But now we have data to show them and to talk, well interview to what the job requires. And so now we have data and as we talk about what the job requires, they're going to realize that's not them. I guarantee in every one of these consulting deals that I've been involved with where it was an internal candidate and they look very different than the profile. Before we were done with the interview, they said, you know what, that's not me. I don't think that's the right fit for me. Now there are always those few that are going to say, I can do that job. But at least if you put them in that role and that's the decision that's made outside your control or whatever, the reality is at least now you know how you're going to have to manage them and motivate them differently. So I love this one because this happens so often, particularly in equipment dealers. They find someone that looks like this and I get the call or the email and they're all excited because this person is well put together, very likable, very relationship-based, very outgoing, can read the conversation very well, their relationship, they're people-focused, they're extroverted, they're persuasive, all of those things but their dominance level is what I call midpoint, right on top of the midpoint. And so in other words, not as much internal confidence in who I am and what I know but what I call social confidence in being able to connect with people quickly and read the situation quickly. So they get all excited and they call me and they say, oh, I hired this great person, Jill. I want you to see them. What do you think? I'm going to throw them in a new territory with a new product and I'm just so excited because they know so many people. They have this huge network and I'm like, well, we'll see, right? Let's see how they perform or we better off to have someone who has internal confidence here that doesn't need support from others or validation but still is extroverted and communicative but drives, is more independent in their approach, more of an independent self-starter that's a creative technical problem solver versus a social style. And I guarantee depending on the situation, is it an existing market, is it a new market, is it an existing product, is it inside sales, is it outside sales, what is it? And so I see this mistake made very often where these are the people that are tending to be hired for external sales when really what you need is a hunter and this is a better farmer. Both great people, both add a tremendous amount of value to an organization. It's just getting them in the right role and clearly defining what your organization needs. Well I mentioned a few resultant factors. If you recall the colorful slide with the four primary factors, the dominance, extroversion, patience and formality. In addition to that we have resultant factors that impact those primary factors and even though they're not the primary factors, they influence. One is the mental energy, the ability to multitask and to manage through multiple stimuli coming at you. Do you prefer less? Do you work more sequentially and logically? Do you prefer, do you like squirrels? Are you the kind of person that's stimulated by what's going on outside the window and you like to have a lot of variety? And if so, you're going to probably have a higher mental energy. How do you make decisions? Are the decisions based on your gut and emotion or are they based on facts and logic? And then what is our morale? And when I say morale, I don't mean bad attitude. I don't mean necessarily lack of engagement. What I'm talking about is, is this person living up to their full potential? In other words, if in their self they're capable of doing more than they're doing in their work environment, you are losing productivity. And we can measure that. And when you do an analysis of location A versus location B versus location C and you start to see trends of I'm losing 10% productivity in location A, but in location B, I'm losing 20%. And in location C, I'm losing 15%. Now you need to dig deeper and you need to start doing analysis and say, why is that? What's going on here? Why is this one only losing 10 and this one's losing 20? Because if my payroll is a million dollars and I'm losing 10%, what could I do with $100,000 if I could get people into their sweet spot? So how do we look at it from a human capital balance sheet? One of the other pieces when I mentioned early on that this is a system, it is not just an assessment tool. If you're familiar with, as an example, the disk or the caliper or a Myers-Briggs, they're assessment tools that will tend to be given prior to hire and put in a drawer. This tool is a living tool for the life cycle. And it allows you to not only look at what the job requires and set your job target, but how do you assess to that target? And then you make decisions based on that so that you know where the gaps are and or you decide that you're going to go back to the market as opposed to maybe an internal. Whatever the decision is, at least you have relative data so that when you sit down to have a conversation with that person regarding those gaps, that you have data in front of you and that you're constantly pulling it out and looking at it so that you speak to that person in their world, what speaks to them. I understand, Steve or Joanne, that you value the quality of your work. That defines who you are. And so I want you to understand that even though I found this small error, that that's a huge error to you. But I don't want you to take it personally. I'm here to help you grow and understand why this is important to the organization. And this isn't about you because you produce great quality work 99.9% of the time. This is just a very insignificant thing, but it is important. And I just want you to take another look at it. I know it will never happen again. It's a very different conversation than, hey, I think you made a mistake. So we want to speak to what motivates them. And another piece is group dynamics and team analytics. How do you look at teams to get teams to work? This is moving into that team building communication space. If you had a pro, which is this red line, this is an actual client service, sales and service group, inside sales team, customer sales and service reps in an organization of about 20 some different reps. We built a pro that shows what the desired pattern would be. And then we took all of the people within the organization and we consolidated them and we laid them out on the bell curve. And at the end of the day, look at that blue line, which is the consolidated CFSR team. And I just was, my mouth fell open. This is so unbelievable that all of the factors are on the identical side, just about where we wanted it with the exception of the A. They wanted a little more A and it falls at the midpoint. But all of the other three factors are on the side they wanted them. They may not be to the same degree because when you think about consolidating a group, you're always going to have an outlier, a higher low that's going to neutralize. But they had enough dynamics in this team of people that met the pro, which is the red line or the job pattern that the consolidated team looks very similar. So what I see is it's not about me, Mr. Customer. It's really about you. I'll get it done quickly and I'll get it done accurately for you. I am here to serve you and to help you and to do whatever I can to expedite it. I asked the sales manager, the CFSR manager, I said, is this a highly effective team? And he said, yeah, it really is. I said, is there anybody in this team that you would change out? And he said, maybe one or two people. So highly effective group, a great way to look at your team, a great way to help them understand. You can see there's a lot of diversity here and you can start to see the dynamics between the low and the high side factors and how these people interact and interrelate and how they can support each other and that gets into a fascinating discussion. Okay, so when you go to interview, we have what we call interview guides. This gets back to what all is included in the system. So if you're advertising, let's say you're looking for an outside salesperson, you have your pro and you're able to look at your candidate. I don't know who James Marcus is. He's none of yours. It's just I make up names. So if you know somebody by that name, it's not him. And we look at this and we say, okay, how close does he resemble what we're looking for and we look below and we can see where it matches and we can see where it doesn't match. We can see that the B, which was the extraversion or introspection on the reverse side, is the one that has a question mark along with the formality. So we are wanting an above average, so more persuasive, more influencing, more people focused, but he's more task focused. So we go into our questions and we have the ability to edit, delete, add, change the wording, however we want to, to come up with interview questions. Now if you're a highly sophisticated HR manager, you're going to look at these questions and go, these are really basic. And they are. But if you're a service manager or a service lead or maybe a parts manager and you really don't interview that often, maybe your department isn't that large or you don't have a lot of turnover, you maybe only interview somebody every year or two, these questions aren't going to look as basic. And I always say, you have to start somewhere. When you're interviewing, we have to get beyond the hours and your availability and your willingness to work overtime and those very basic questions that everybody hears, what are your strengths, what are your weaknesses. We want to drill down. We have the PI in front of us. We already know what their strengths and weaknesses are. Now we're just interviewing to validate. So we're validating. And if our organization looks like the one they came out of, because we say to them, what is it you didn't like about your last organization? And they say, well, I just could not handle the pace. It was a boom market in the oil field market and it was booming and I just could not handle that pace. I prefer to work at a steady, consistent pace. And if you know that your environment is a boom market, that may be a flag for you. So very simple examples, but you're validating the position and the person with the interview guide. What if you have somebody internally that needs coaching or maybe you're preparing them as a high potential? Do you have a list of your high performing high potentials and do you have a leadership training program that you put them through? And if you do, this is a great way to help sit down and instead of saying, you know, I feel that you're really good at this and this, but I think you need development in this and this, but you have no data to support that. Here we have the gap analysis. This may be a little bit challenging to read, so, you know, certainly you could maybe blow it up or snip it and make it larger, but you have the ability to say here again, where are the gaps? And in this case, again, it's the B factor, which is the communication. This is not atypical of dealerships, manufacturing companies, anybody that's in equipment, dealing with processes and things, because what attracts people to those industries are people that like working with things and stuff. And, you know, they're more technical in their thought process. So a lot of times they are more task minded, so more introspective and reflective and more of a thinking style and not as extroverted. It doesn't mean that they don't talk. It just means that they talk when they have something to say and it usually has content. People who talk a lot that are extroverted that are focused on people may not have the same level of you're going to hear more conversation and you have to filter more maybe to find the content, depending on how high it is. It's just two completely different focuses. The thing about this tool is nothing is good and nothing is bad. It's what do you need in that role for this person to be successful? Do you need them to engage others with people? Do you need them to be more problem solving? Do you need them to be more task minded? Do you need them to be focused on closing out work orders and following processes? What is it that you need from them? And then that becomes key. So you have a coaching guide so you can sit down and it's a collaborative approach. You know, I love this question. What could you do to take advantage of your natural tendency to be proactive? You know, if you're in a highly productive boom market and all you're able to do is react, react, react and it's impossible because things are coming at you so rapid fire. That might be a very valid, even though the person might be proactive and the job requires proactivity, they just aren't able to. And what is that doing to this person? It is frustrating them. No end. So how do you coach them to help them? What do you as a management or supervisor or leader or HR manager need to do to help them get back into their sweet spot if they're not able to? Because when they're reactive, in this case, if this is your person and this is the job profile and all they're doing is reacting, we are not where we need to be and they are not comfortable in that mode. So how do we help them get back there? What are the barriers that we can help to remove so that they can get back into their spot of proactivity? When I had the magnifying glass in the earlier slide, if you recall, and we talked about how to predict workplace proactivity and success, I showed you the unstructured interview and then the behavioral assessment added to it. And on top of that, I gave you the cognitive assessment. This is just a quick preview of the PI Learning Indicator. What the Learning Indicator does, you can see it is also a bell curve. What it is doing is it's aligning a person's ability to learn and to problem solve. And there are three components that you see in the lower left-hand corner. It's measuring numeric, abstract, and verbal. And there's an equal mix. It has some that are quite simple. It has some that are a little bit more intermediate and it has some that are quite complex. It's a timed test. The PI is not a test. It is an assessment. This particular indicator is a test because it's right or wrong answers. I call it an assessment, but it also can be called a test legitimately. Fifty questions, 12 minutes. Ninety percent of people will never finish. Okay? And that's okay because what you're looking for is you're looking for what does your industry and that job skill require. This is based on national data that we have gone to market, beta tested, hundreds, thousands of people. It's been utilized in Europe, Canada over the last 10 years, rolled out to the U.S. very recently. What you're trying to understand is what are the natural styles and behaviors of the PI? And then what is their learning style? Because we want to under, because those two are going to work together. And I'll give you an example. If we have a high C, highly patient, focused, steady, methodical person that likes to work at their pace, but we have an extremely average score. Let me back that up. Not extremely average. Let's say we have a low average score, so they fall maybe in this quadrant in their ability to learn. We already know that if they're a high C that they need repetition because they're motivated by past proven knowledge and experience from which to draw. Proven processes. They have to do it over and over. And once they have focused in on it and they have it, they have it. And they're locked in and highly focused. So knowing that, but if they're low on the cognitive, below average, we also know that they're going to, their learning style is going to take longer. Now we have a natural behavior that says, more repetition required, but it's going to take longer because their ability to be a quick study is a little bit on the low side. Now you need to decide, first of all, is this the right person? But if it is, how am I going to need to train them differently? What are they going to need from me? How does that orientation need to look differently than that person that maybe scores higher and is quick to solve problems and gets it easily and scores above average on this indicator? So therefore, it gives you even more information to be successful because it's not only about recruiting, remember. It's about re-recruiting. Do you stop recruiting when they walk in the door or do you continue to manage them and motivate them to reach their full potential? I want to play just a quick snippet here from Don Schilling, the former AED president who served, I believe, not this current year but the prior year. Not sure why this is not clicking here. Rebecca, did you test this before? No. Apparently, this isn't going to play but basically what Don said is how much the predictive index has allowed his organization to move their organization forward as they've been using it over the last several years. So what makes PI unique? Thousands of assessments out there. Very few that are free choice. However, there are some strong assessments. Quick, easy, less than 10 minutes and I think that's really the beauty. When you're putting someone through the interview process, the more obstacles you put in front of them, the less likely you're going to have success. So we want to give them things that you can do quickly up front and get great data so that when you sit down and have that face-to-face, that we're able to quickly have a tool in front of us to help us through that interview process. Less than 10 minutes. I remember taking certain assessments. I remember taking the caliper which has the cognitive and the behavioral. I think it was an hour and 20 minutes. So you never administer it close to the front of the process. It always comes at the end of the process, number one, because it's expensive, but number two, because you're not going to ask somebody to sit through that expensive tool for an hour and 20 minutes if you're not serious about them. And then what if the assessment comes back and it says, you shouldn't hire this person and you've been courting this person for three months. So now all of a sudden, now you're going to make a decision. Do I stick with the assessment or do I go against it? Most times, people are going to go against it because they've spent this whole time and all this energy into it. So I always say, get the assessment in early in your process before you fall in love, before you've told them about the job and all the things that they're going to need to do in the job and all the behaviors that are required. Get it in early. We give you access to the tool. You manage it. You run it. We give you the technology. We teach you how to interpret it. It's affordable. You have unlimited usage for a flat annual rate. You control how you use it, when you use it, how much you use it, and it allows you to be in the driver's seat in your organization that you have it just in time. The consultant myself sits in the background and I support the analyst internally to help them maximize. So as a quick review, what is it that the assessment consists of? It is the job targeting mechanism. It is the PI assessment. It is the interview guide that looks at what the job requires and the assessment of the person. It is the coaching guide between what the job requires and the person. It's the team building and communication to build teams, which is the group analytics. So it gives you so much information to be able to really look at your human capital in your organization just like you would a financial balance sheet. You can measure productivity. You can measure those things that are needed in your organization for success. It gives you analytics to make decisions about people with objectivity, specificity, and being able to really identify where are they going to be most successful. How are they going to help move our organization forward into the future? Because again, I go back to my question. Are you confident that the people that you have in your organization today can get your organization where it needs to go and produce the value to your shareholders and directors and leaders in your organization? And so what you don't know sometimes is more frightening than what you do know. Because if you do know, then you can drive your organization and you can help people be successful instead of pounding on them to be something they're not. I believe we have to maximize strength. That's how you get the most from people. That's how you get the most engagement and the most employee satisfaction. So I'd like to open it up to any questions. I'm happy to answer questions if anyone has any. Seeing none, that concludes our webinar. If you'd like to get a hold of me, I'm more than happy to talk to your organization. You can reach me either at my email address or at the phone number below. I'm happy to have any kind of a conversation. I'm happy to also send out a sample assessment. But I'd certainly like to gather more data if you're interested in sampling the product. Hopefully you've understood some things today about people management, hiring and managing and motivating and keeping people in their strength area. Thank you very much.

Predictive Index Assessment Tool

employee strengths

increasing productivity

predicting behavior

hiring fit

workplace behaviors

objective data

reducing turnover costs