Business Education Series: People Reading Skills to Boost Your Business by ORTalent
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We all like to think we are great judges of character. While we believe that we are skilled at sizing people up--whether we are hiring, promoting from within, identifying who has potential, or seeking to build great relationships with our clients--most of us also have a story to tell about the person who promised so much, yet failed to deliver; the new hire who didn’t fit and rubbed people up the wrong way; the demanding client who was never satisfied, no matter what we did. What do we have to learn about our people reading skills? The problem is that the qualities that we often use to ‘read’ people – their skills, experience and interpersonal style – are just the tip of the iceberg. Beneath the surface are a whole host of hidden qualities which are more difficult to spot, yet which have a profound influence on people’s behavior and performance. In this lively and interactive Business Education seminar we will share some practical psychological insights and tools which you can use to sharpen your ‘people reading’ skills. We will explore how to: • Hire and promote people who will perform well in your organization; • Identify who your high potential employees are; • Anticipate your clients’ underlying needs; • Determine whether that ‘difficult’ employee has the potential to develop or change
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Business Education Series: People Reading Skills to Boost Your Business by ORTalent
- 1. Welcome! People Reading Skills to Boost Your Business Dr Craig Simpson President ORTalent Inc
- 2. Bringing Talent Into Focus ORTalent • Business psychologists who specialize in talent assessment • Support organizations in hiring, promotions, identifying high potential, succession planning and development • Offices in the UK and US • Work with Federal government, defense contractors, an airline, automotive, finance, pharmaceuticals, engine ering, Formula 1 motorsport, executive education
- 3. Bringing Talent Into Focus What We’ll Explore • What makes people tick? • How can I make better decisions when hiring and promoting people? • How can I better understand my clients’ unstated needs? • What can I do about that difficult client, boss, colleague…?
- 4. Bringing Talent Into Focus Knowledge Skills Traits Attitudes Context Drivers Motivation Abilities
- 5. Bringing Talent Into Focus Building Blocks of Potential Interpersonal Skills Adaptability Potential Drive
- 6. Bringing Talent Into Focus High Performance vs. High Potential • Only 15% of ‘high performers’ are also ‘high potentials’ • 93% of ‘high potentials’ are also ‘high performers’ Corporate Executive Board, 2011
- 7. Bringing Talent Into Focus Easy to see and Knowledge Necessary for top develop performance, but Skills not enough PREDICTORS OF PERFORMANCE Traits Attitudes Context Drivers PREDICTORS OF POTENTIAL Motivation Characteristics that Hard to see and link to longer term develop success Abilities
- 8. Fit to the Context • “Half of an employee’s success in the first 18 months on the job can be attributed to how the employee fits with others in the organization” Brian Kropp, Corporate Executive Board, 2011 • “Poor cultural fit completely eliminates the benefits of past experience” Nancy Rothbard, Wharton, 2011
- 9. Bringing Talent Into Focus Smart Hiring and Promotion Interpersonal Skills Adaptability Potential Drive Performance
- 10. Bringing Talent Into Focus How to do it Profiling Potential: • Psychometrics • Interview – Career walkthrough – Interpersonal • Tell me about a time you had to deal with a difficult colleague/client. What specifically did you do? What was the outcome? – Adaptability • Tell me about a setback you experienced and how you recovered from it – Drive • Tell me about three situations where you have been at your peak?
- 11. Bringing Talent Into Focus How to do it Profiling Style: GM, European Manufacturing Organization CEO, International Defense Contractor
- 12. Bringing Talent Into Focus How to do it Profiling the Context: • Where do you place the emphasis? What is rewarded and encouraged? – Collaborating – Creating – Controlling – Competing
- 13. Bringing Talent Into Focus What We’ll Explore • What makes people tick? • How can I make better decisions when hiring and promoting people? • How can I better understand my clients’ unstated needs? • What can I do about that difficult client, boss, colleague…?
- 14. Drivers • Learned patterns of behavior that used to be helpful, and now get in the way • Be Perfect • Please Others • Try Hard • Hurry Up • Be Strong
- 15. Conversation • What are your drivers? • What light do drivers shed on some of your key relationships? • What one thing have you learned you will you do more of, less of, differently to boost your business?
- 16. 1875 Explorer Street, Suite 540, Reston, VA 20190 T: 571 266 5086 www.ortalent.com
Notas del editor
- How do you assess it – Learning agilty; can use psychomterics that link to thinking; interpersonal, resilience, adapatability, motivtationBest to talk with peopleBiographical interviewing – get some stats on how effective this isMy mentor turned around 6 businesses and doubled their value in 13 years; his last business failed and he lost everything, now he’es rebuilding – that’s someone who’s lived it
- How do you assess it – Learning agilty; can use psychomterics that link to thinking; interpersonal, resilience, adapatability, motivtationBest to talk with peopleBiographical interviewing – get some stats on how effective this isMy mentor turned around 6 businesses and doubled their value in 13 years; his last business failed and he lost everything, now he’es rebuilding – that’s someone who’s lived it
- How do you assess it – Learning agilty; can use psychomterics that link to thinking; interpersonal, resilience, adapatability, motivtationBest to talk with peopleBiographical interviewing – get some stats on how effective this isMy mentor turned around 6 businesses and doubled their value in 13 years; his last business failed and he lost everything, now he’es rebuilding – that’s someone who’s lived it
- How do you assess it – Learning agilty; can use psychomterics that link to thinking; interpersonal, resilience, adapatability, motivtationBest to talk with peopleBiographical interviewing – get some stats on how effective this isMy mentor turned around 6 businesses and doubled their value in 13 years; his last business failed and he lost everything, now he’es rebuilding – that’s someone who’s lived it
- How do you assess it – Learning agilty; can use psychomterics that link to thinking; interpersonal, resilience, adapatability, motivtationBest to talk with peopleBiographical interviewing – get some stats on how effective this isMy mentor turned around 6 businesses and doubled their value in 13 years; his last business failed and he lost everything, now he’es rebuilding – that’s someone who’s lived it