Time to get real about your talent selection technology

1Copyright © 2013. Infor. All Rights Reserved. www.infor.com@Infor_HCM #RightChoice 1
Copyright ©2014 Infor. All rights reserved. This presentation is provided for informational purposes only and does not constitute a commitment in any way. The information, products and services described herein are subject to change at any time without notice.
Time to get real about your
talent selection technology
February 25, 2015

3Copyright © 2013. Infor. All Rights Reserved. www.infor.com@Infor_HCM #RightChoice
Today’s presenter
Jason Taylor, PhD
Infor Chief HCM Scientist

Q & A
What challenges are you facing with
talent selection technology today?

Brief History of Selection Technology
The paper era Old school application
The online era Birth of the online application and the information glut
The dawn of filters Narrowing the candidate field
The information era The rise of business information
The action era The advent of real predictive tools

Talent selection software should…
Talent selection technology should have only mission.
Improve one or more business metrics by improving the quality
of candidate fit. The ROI should be loud and clear!

Hiring processes
Moving the needle in your business
What does a 10 to 20% reduction in
turnover mean to you?6%100+%
160%
hourly
30%
hourly
Ad-hoc hiring
poor processes
Uniform, objective hiring,
Defensible
Cost of mis-hires and discrimination suit?
PA TS has never been challenged.
Define these metrics and understand the impact to your business.
Moving the needle for youPeer worst Peer best
Poor or no
metrics defined Ad-hoc Well defined
Sales revenue,
Items per transaction, etc.
Paper-based,
10+ interviews per hire
Paperless,
3 interviews per hireManual Automated
Employee turnover
Employee performance
Hiring risk mitigation
Inefficiencies in your hiring processes
is costing you how much?
What does a 1% increase in
performance mean to you?

Today
Results First Getting
Results
Technology to
Scale Results

Today
Results
Technology to
Scale Results

Create a Measurement Culture
Big
Data
Volume
Velocity
Variety
Veracity
Validity
Value

Determine the performance metric(s)
• Considerations:
• How is performance measured today?
• Is it…
• Related to performance in the position?
• In the control of the employee?
• Showing high variability?
• Accessible?
• How often are data collected? (hourly, daily, monthly, etc.)
Subjective Objective
Align to business outcomes

Start with the data, end with the data!
51% lower termination rate $1.1M increase in sales Better hiring decisions
63% more promotions $4.75M potential sales growth Higher goal attainment
41.9% lower turnover
$560k savings
Increased retention
633% annual ROI Improved productivity
69% lower turnover $857 monthly production increase Reduced costs
46% lower termination
$395K turnover-related savings
Higher starts to leads
33% lower involuntary turnover Streamlined hiring process
55% lower turnover
$2.4M saved
Lower turnover
31% higher performance rank Improved performance

13Copyright © 2013. Infor. All Rights Reserved. www.infor.com@Infor_HCM #RightChoice Copyright © 2014. Infor. All Rights Reserved. www.infor.com 13
Challenges
• Reduce employee turnover through better quality of hires
• Improve sales results
• Nurture long-term careers
• Target position: Sales associate
Benefits
• “Recommended” hires increased their Average Dollars Sold (ADS) by 101%
compared to hires from the other three categories
• Lowered turnover among hires taken from the “Recommended” Talent
Science™ category by 20% compared to hires made from the bottom
category
• Retained more long-term sales consultants and increased revenues by
making better hiring decisions
Profile
• Retail industry
• A leading specialty retailer of women's apparel and
accessories
• Seeks associates who will have an impact on the
business and advance their careers
Solution
• Infor® Talent Science™
Apparel brand selects talent that improves sales by 101%

Study parameters
• Sample size: 4,608 store associates
• Study period: 3 years
• Comparison: “Recommended” vs. other categories
After its founding in the early 1980’s as a small boutique, the
store’s friendly environment and unique styles connected with
customers in a special way that quickly evolved into over 700
locations nationwide, a catalog, and round-the-clock online
shopping. Talent Science is helping the company’s brick-and-
mortar stores to continue delivering a great shopping experience.
Results
101%
higher average dollars sold
for “Recommended” hires
vs. bottom three categories
20%
lower turnover rate for
hires from “Recommended”
category vs. “Not Recommended”
Performance improvement
101%
higher in
average
dollars
sold
Recommended
Talent Science
category
Bottom three
Talent Science
categories

Profile
• Professional services industry
• International business process outsourcing (BPO)
corporation
• More than 30,000 employees across multiple
locations
Solution
• Infor® Talent Science™
International call center reduces turnover by 24%
Challenges
• Maximize service levels by hiring new employees compatible with the position
• Reduce employee turnover
• Target position: phone representatives
Benefits
• Reduced turnover by 24% when selecting employees from the top two
Talent Science categories
• 37.8% lower turnover rate among employees in the top two recommendation
categories during the first 4-6 months on the job
• Streamlined hiring strategies to gain better results

Study parameters
• Sample size: 1,779 employees
• Study period: 2 years
• Comparison: Top two recommendation categories
vs. bottom two recommendation categories
With Talent Science, hiring managers can select the candidates
most likely to deliver a strong on-the-job performance and place
them in the role most conducive to call center success.
Results
24%
lower turnover among
employees in the top two
recommendation categories
37.8%
lower turnover rate among
employees in the top two
recommendation categories
during the first 4-6 months
on the job
Turnover reduction
24%
lower
turnover
Bottom two
recommendation
categories
Top two
recommendation
categories

Q & A
How much pressure is being put on your to
prove results in your hiring?
(scale of 1-10, where 1 = no pressure)

Today
Results
Technology to
Scale Results

It’s not magic…
Science Value
Talent
Explosion

Ambition
Acceptance of Authority
Creativity
Emotional Consistency
Job Atmosphere
Objectivity
Assertiveness
Leadership Impact
Pace
People Orientation
Tough-Mindedness
Confidence
Discipline
Social Contact
Competitive Fierceness
Mental Flexibility
Risk Taking
Sociability
Numerical Reasoning
Analytical
Practical
Team Orientation
Need for Recognition
Organizational Structure
Change Orientation
Energy
Optimism
Organizational Skills
Flexibility
Insight into Others
Realistic Thinking
Stress Tolerance
Verbal Reasoning
Attention to Detail
Business Attitude
Reflective
Self-Reliance
Cooperative
39
Behavioral
Characteristics

Performance
Profile
U.S. Patent 8,204,778
U.S. Patent 8,484,072
The “Backbone” of Talent Science
Complete
Assessment
Performance
Data
Incumbents

9.1%
Irene JonesAllison Jones
Product Manager

Performance/Dimension Relationship:
Customer Sales Representative
Ambition

Customer Sales Representative
Ambition

Top Performer-Based Profile
Ambition

Validation methodology
Profile
Creation
Concurrent
Validation
Launch
Hire Using
Assessment
Post-
Deployment
Study
• Concurrent validation:
• Empirical approach
• Use overall Talent Science Fit Score
• Evaluate current employee fit to the profile
• Indicates the predictive ability of the profile

Q & A
How closely does this describe your current
approach to talent selection?

Today
Results
Technology to
Scale Results

Talent Science at the Center

The Traditional Approach

Salesmanship
assessment

Salesmanship
assessment
Customer Service
assessment
Call Center
Service
assessment
Store Manager
assessment
Teller
assessment
Software Sales
assessment
Manager
assessment
Financial Sales
assessment
District
Manager
Assessment
Director of
Finance
assessment
Sales Associate
Assessment
Sales
Simulation
Situational
Judgment
Questions

Salesmanship
assessment
Customer Service
assessment
Call Center
Service
assessment
Store Manager
assessment
Teller
assessment
Software Sales
assessment
Manager
assessment
Financial Sales
assessment
District
Manager
Assessment
Director of
Finance
assessment
Sales Associate
Assessment
• Non Scalable
• Clunky for candidate
• Tactical – no strategic value
• Subjective with narrow focus
• Limited Value
Sales
Simulation
Situational
Judgment
Questions

Total Talent Management
Selection
Onboarding
Succession
Planning
Personal
Development
Report
Strategic Leadership
Report
Learning
Management

Total Talent Management
Selection
Onboarding
Succession
Planning
Personal
Development
Report
Strategic Leadership
Report
• Streamlined
• Scalable
• Spans talent lifecycle
• Common platform
• Demonstrated ROI
Learning
Management

Talent
Management
Workforce
Management
Learning
Management
Core HR
Employee
Connect
Talent
Acquisition
Talent
Science
Robust
• Broadest solution in the market -
complete back office platform
• Single & multi-tenant SaaS
• Science-driven
• Socially-enabled
• Modern UX
• Industry analytics, benchmarks
and dashboards
• Flexible deployment approach –
Implementation Accelerators
Proven
• 5,000 customers
• 50M paychecks monthly
• 30 million applicants annually
Infor CloudSuite HCM

Allison Jones
Product Manager
HR Services
Delivery

HR Services
Delivery

Go forward strategy
Business conversation
around talent
Build the solution
Implementation
Realize results
• Understand company strategic direction
• Key differentiators
• Goals
• Assess incumbents
• Collect performance data
• Profile creation and validation
• Roll out assessment
• Collect data and monitor process
• Post Deployment Studies
• Behavioral Onboarding
• Coaching and development content

Q & A
What questions do you have today?

Thanks for attending
Learn more: Infor.com
# RightChoice
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Time to get real about your talent selection technology

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