Hire Benchmark Align and Retain Presented by Dr

Hire, Benchmark, Align, and Retain Presented by Dr. Kevin D. Gazzara April 2007 1

Topics 1. Put Yourself in Your Customer’s Shoes 2. Task Types and the Task Quotient (TQtm) 3. How TQtm fits with other TTI tools 4. TQtm Assessments and Reports 5. TQtm Research and Results Resources 6. TQtm Workshop and Making $’s with TQtm 7. Top 10 TQtm Questions © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 2

Example 1. Put Yourself in Your Customer’s Shoes © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 3

2. Task Types All of our jobs and daily activities can be broken down into a combination of 3 task types: 1. Routine – A task in which the elements and steps are predictable and cannot be delayed 2. Troubleshooting – A task in which delays are intolerable and are inherently unpredictable 3. Project – A task in which the elements and steps are predictable, and they do not have to be completed immediately, plus we invent something unique © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 4

Determining Task Types Routine Low is the timing of the arrival of the task? Predictability How predictable High Task Grid Trouble Shooting Low (Daniels, 1995, p. 61). Project Infrequent Negotiables Frequent Delay Tolerance High How quickly must I complete the task based on the expected time to complete, vs actual time available? © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 5

TQtm is defined by 3 task types Task Types Routine Troubleshooting Project l TQtm defines an individual’s mixture of task types: 1) Routine 2) Troubleshooting and 3) Project Combining l TQ tm Combined Mixture l Output © 2007 TTI Performance Systems, Ltd. Motivation Satisfaction These task types create the preferred environment for the highest level of individual satisfaction and motivation. Each individual’s total % of the 3 individual tasks collectively equals 100%. Kevin. G@taskquotient. com 6

Feedback Frequency High Medium Low Intensity High Low Task Type Feedback Routine Troubleshooting Project Task Types © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 7

TQ Results – Ideal Std. Deviations tm • Job dissatisfaction Average TQtm: 26% Routine 30% Trouble-Shooting 44% Project Average -1 std deviation Routine 16% -1 std deviation Average 5% 13% Trouble-Shooting 22% +1 std deviation 35% Average +1 std deviation 40% 30% -1 std deviation Project © 2007 TTI Performance Systems, Ltd. 21% n = sample size of 998 26% -1 std deviation +1 std deviation 36% Kevin. G@taskquotient. com Average 44% +1 std deviation 51% 8

tm 3. How TQ works With Tri. Metrix V DI S © 2007 TTI Performance Systems, Ltd. ES e UT th IB es o TR crib e d ur ls AT es T w s o kil • D HA ine l S W Def ona • rs Pe ATTRIBUTES ES LU C VA Tri. Metrix e gs h t hin s e o t b i C r d r IS esc we ou D D es s • OW fin ior H De av • eh B Kevin. G@taskquotient. com • D AL W es UE • D HY cr S A ef w ibe tti in e s tu e do th de s o t e s u hin r gs USE WITH Tri. Metrix T EN TI e to O th T U s N Q - ibe A SK scr e W A w k r s u o Ta s e al es n o d efi on nc s e • D Per fer re P T De at • wh 9

4. HIRE and Benchmark TQtm Reports Available (Free in April) 1. - TQtm Job Report – for benchmarking the job 5 Provides insight on how the job “should be done” - MR Job Comparison – for benchmarking the job 5 Provides cumulative results and the average of up to 10 respondents (experts) on how the job “should be done” 2. - TQtm Personal report - for evaluating job candidates 5 Provides insight on what “I would like to do in an ideal job” - Job/Personal Comparison - for evaluating job candidates 5 Provides comparative results for up to 5 candidates “ideal job” preferences for the job compared to the benchmark of how the job “should be done” © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 10

Align and Retain Reports Available (Free in April) 3. TQtm Developmental Report – for full analysis 5 This provides insight on: 1. What I would like to do in a perfect job (Ideal – Natural Style) 2. How the job is done (Actual – Current Adapted Style) 3. How the job should be done (Optimized or needed – Future Adapted Style) 4. Prediction of job satisfaction of: 5 Ideal compared to actual 5 Ideal compared to optimized 5. TQtm wheel (Ideal, Actual and Optimized) 6. Action Plan template for change © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 11

HIRE and Benchmark FIT Reports - Job FIT™ (includes the TQ tm job report + values and Di. SC) 5 Provides insight on how the job “should be done” - Talent FIT™ (includes the TQ DISC) tm Personal report + values and 5 Provides insight on what “I would like to do in an ideal job” - Job/Talent FIT Comparison 5 Provides comparative results for up to 5 candidates for the job compared to the benchmark - MR Job Comparison 5 Provides cumulative results and the average of up to 10 respondents (experts) on how the job should be done © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 12

5. TQtm Developed & Validated 1999 -2001 Aligned (TQ ) group resulted in a higher mean of 2. 93 (4 point scale) and a smaller std. deviation of. 53 tm Unaligned (TQ ) group resulted in a lower mean of 2. 41 (4 point scale), and a larger std. deviation of. 76 tm White Paper and Dissertation available on www. TTIed. com © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 13

July 2006 TQ Study Results l Doctoral Dissertation from Capella University published in July 2006 – by Dr. Hollie Martin at a major US aerospace organization ü l “The effect of task type mixture awareness on individual perceptions of job satisfaction, employee involvement, and employee empowerment” Results of employee pre and post surveys, administering the TQ assessment with no interventions, solely having the employees take and read their developmental TQ report on their own, showed the following results: ü Job Satisfaction (Considering everything, how satisfied are you with your job? ) – + 3. 7% (86% level of confidence) ü Empowerment (I am given a real opportunity to improve my skills at the Company) - : – + 4. 0% (94% level of confidence) ü Involvement (How satisfied are you with your involvement in the decisions that affect your work? ) – – + 4. 3% (90% level of confidence) Dr. Hollie Martin © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 14

July 2006 TQ Study Conclusions 1. Task Balance - Employees are performing more routine and troubleshooting tasks than what they desire, and not receiving enough project work. This imbalance is driving a decrease in job satisfaction. 2. Job Satisfaction - Improving employee TQ mixtures from actual to optimized holds the opportunity to decrease the average dissatisfaction rates by 4% (from 13% to 9%) with a potential maximum change of up to 48%. 3. Task Relationships - The imbalance relationship of: ü actual routine task % vs. the preferred routine task %, ü actual project task % vs. the preferred project task %, were significant predictors of the contribution to improvement in job satisfaction, employee involvement and employee empowerment. Dr. Hollie Martin © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 15

Employee Engagement = $ Example: If disengaged employees improved only 4% (as previously illustrated) that translates to 1. 5 hours per week of extra productivity. • 1. 5 hour X 100 employees = 150 hours per week • $45. 00 per hour X 150 hours = $6, 750 per week • $ 6, 750 per week X 48 weeks = $324, 000 savings per year 4% improvement, is equal to gaining 4 free employees each week © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 16

Improving Individuals and Organizations TQtm assessments can be delivered as standalone reports, or as an integral part of larger process ü Basic Process: 1. Have client take any one of the appropriate TQtm assessments 2. Have TQtm report delivered directly, or have TQtm report delivered to you to evaluate 3. Provide report debrief during a workshop or coaching session © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 17

TQ Workshop Description l l Workshop Objectives (Part 1 – 4 hours): Individual focused 1. Understand Task Types 2. Understand what motivates you - simulation 3. Understand your Task Quotient report 4. Understand & apply the concept of FLOW 5. Align your motivators and job activities Workshop Objectives (Part 2 – 4 hours): 1. Balance job tasks within the team (Auction Process) 2. Action plan and next steps © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com Can be delivered to all employees Team focused Delivered to manager & their staff members 18

Results Sample Results (90 days) % Change In my work group, we have effective communication. 4. 43% In my work group, we look for ways to change processes to improve productivity. 5. 26% I have the tools and resources to do my job. 11. 81% There is good cooperation among people in my work group. 6. 43% There is good cooperation between my work group and the other functional groups in my organization. 14. 16% My potential and my contribution to Intel is being fully utilized. 9. 52% I can easily modify my work tasks to keep me engaged in my work. 12. 68% My level of job satisfaction is high. 26. 34% My level of motivation to do my work is high. 10. 29% I have as much (or more) enthusiasm for my work as I did one year ago. 6. 06% Overall, I would recommend my work group, as a great place to work. 10. 33% The goal(s) that I am expected to accomplish are clear. -4. 17% The goal(s) that I am expected to accomplish are challenging. -4. 47% I have the skills necessary to accomplish the goals that are expected of me in the time and manner requested. 2. 41% I am able to track and rate my progress against my goals on a daily basis. 9. 45% On a regular basis my day goes quickly. 9. 38% The level of routine work that I am expected to accomplish is about the correct amount of what I would like. 20. 37% The level of trouble-shooting or problem-solving work that I am expected to accomplish is about the correct amount of what I would like. -5. 98% The level of project activity I am expected to accomplish is about the correct amount of what I would like. -1. 11% 7. 54% Total © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 19

6. Consulting Scenario Activity Distributor Cost Preassessment TQtm Developmental Reports Customer Cost $50 $12 each $240 $75 each (assume 20) $1, 500 TQtm Class $0 $2, 000 TQtm Coaching $0 $500/month $1, 500 $50 $150 $340 $5, 300 Post assessment Total Customer Savings in 1 month Attrition Savings 4% improved engagement (20 people) 1 person (See appendix A) $5, 400 $20, 589. 00 http: //viatechglobal. com/attca lc/Att. Calc. php © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 20

7. Top 10 TQ Questions tm 1. What should I do if the actual (job) requires too much of the task types that do not match my ideal (preferred) requirements? – If you have: – Too much routine task activity – Create project activity to increase the efficiency of the routine tasks to reduce the amount of routine work. – Too much trouble-shooting task activity – Create project activity to identify the sources, patterns of the unpredictable problems, and put a process in place to reduce the trouble-shooting tasks. – Too much project task activity – Perform and track routine and troubleshooting tasks necessary on a more frequent basis than is required to accomplish elements of the project. These are commonly described as milestones or subtasks of the project. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 21

Top 10 TQ Questions tm 2. How can I increase my job satisfaction, if I have little or no influence on the tasks that I am required to do ? – Most work is defined by quantity, quality, and pace of the output. Managers or supervisors are, or should be, concerned with your output, and not so much on the task types you perform. If you focus on efficiency of the job, and how the job can be done better, this is generally appreciated. You can use the suggestions in question #1 to help rebalance your task types. – See the “Task Type Transformations” chart on the next slide for specific recommendations. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 22

Task Type Transformations To From Routine Trouble-Shooting Project Quantity - increase Quality - increase Pace - increase Quantity - increase Quality - increase Pace - decrease Trouble-Shooting Quantity - decrease Quality - decrease Pace - decrease Quantity - increase Quality - increase Pace - decrease Project Quantity - decrease Quality - decrease Pace - increase Quantity - increase Quality - increase Pace - increase Routine Note: Changing any one or more of the elements of quantity, quality, or pace can influence transformation of one task type to another task type. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 23

Top 10 TQ Questions tm 3. Does my ideal (preferred) task mixture change over time? • We expect the answer to be “no”, or to minimal degree. Since TQtm is a new concept, we do not yet have data that shows if a person’s ideal (preferred) task mixture changes over time. The levels or complexity of the tasks are expected to change over time, however we expect that your ideal TQtm will have little change, if any, since the ideal TQtm defines your intrinsic (internal) motivation over time. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 24

Top 10 TQ Questions tm 4. Would my ideal (preferred) task mixture change if I were in a different job or in a different organization, company, or industry ? No. The TQtm assessment was designed to be job, organization and industry independent. It is expected that your actual and optimized TQtm will change for different jobs in different industries, organizations or companies. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 25

Top 10 TQ Questions tm 5. Can actual tasks be of one type for one person, and be considered another type for someone else ? Yes and No. Since task types are classically defined by how predictable they are, and how delayable (as defined by the customer), generally a task is viewed by most people as the same type of task. However, how a person approaches the task by adjusting the quantity, quality and/or pace of the task can allow the doer of the task to view it as a different task type. An example of this would be when you begin a job that you have never done before, most tasks are new and are not routine. However, once you have mastered each task they often become routine if you don’t continually look for new ways to improve the quantity, quality and pace of the task. Most task types gravitate over time to the routine quadrant. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 26

Top 10 TQ Questions tm 6. Are there different “average” ideal task mixtures for jobs or job types? Each job can be defined by actual and optimized task mixtures. The mixtures of tasks for similar job types from one company, or even from one organization to another, can be substantially different. The variation in these mixtures are dependent upon a variety of variables such as, efficiency and effectiveness of existing processes and systems, customer and market demands, and level of request predictability and urgency. For example, the task split for a 911 call center operator is quite different than one for phone operator that provides callers phonebook calling numbers. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 27

Top 10 TQ Questions tm 7. Are there elements (age, ethnicity, education, work experience, industry, etc. ) that affect ideal (preferred) mixtures? No. Surprisingly enough, the research shows that variables such as age, ethnicity, education, work experience, and industry do not predict an ideal preference mixture split for a person. However, certain types of jobs, regardless of the industry, do have similar actual or optimized job task % splits. For example, program or project managers typically have a higher % need for project tasks, followed by troubleshooting tasks. Conversely, factory or assembly type work has a higher % need for routine tasks, followed by troubleshooting tasks. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 28

Top 10 TQ Questions tm Is it better to apply the TQtm concept at an individual level, or to an entire organization? (Part 1) 8. TQtm can be applied at any level, from just 1 person to entire organization or company. Since TQtm is designed to raise the individual’s motivation and satisfaction, the more people you improve, the greater the advantage to an organization/company. By broadening the TQtm application beyond a single individual or a small set of independent individuals, you can create an opportunity for job task sharing, task swapping or task rebalancing. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 29

Top 10 TQ Questions tm Is it better to apply the TQtm concept at an individual level, or to an entire organization? (Part 2) 8. Job task sharing, task swapping or task rebalancing works best within organizations that have some level of task homogeniality and that there is an interest and ability to have tasks moved around. This works best in organizations that have 2 or more people doing the same or similar jobs. For smaller organizations that have specialized jobs that require unique education, training and/or expereince, job task sharing, swapping or rebalancing may not be practical or desired. However, often in smaller organizations it creates opportunities for personal growth and a back-up or contingency plan with less dependency on single individuals. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 30

Top 10 TQ Questions tm 9. What should I do if the actual job task mixture does not match my ideal (preferred) TQtm mixture, and the optimized job is moving even further away from my ideal TQtm mixture? • If your actual job (how your job exists today) is not aligned with your ideal (preferred) TQtm mixture you should consider the recommendations in your TQtm report in the “Applying TQtm Back on the Job” and the “Action Plan” sections. • If your optimized job is moving even further away from your ideal (preferred) TQtm mixture, this would indicate, if you had the ability to optimize your job, that ultimately it will become less motivating and satisfying for you over time. You have 2 options; 1) move the actual job TQtm closer to your TQtm mixture to raise your motivation and job satisfaction or, 2) work to move the current job TQ towards the optimized TQtm, realizing that you are improving the efficiency and effectiveness of the job, but upon completion it will not meet your ideal (preferred) TQtm mixture. Often in the creation of optimized job as described in option #2, the project or troubleshooting tasks during the job redefinition or restructuring will increase and may be more aligned with your ideal (preferred) TQtm mixture for the shorter term, but not as the end result. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 31

Top 10 TQ Questions tm 10. Can I improve an employee’s job satisfaction and motivation without aligning the job to his/her ideal (preferred) mixture? Yes. There are many ways outside of the TQtm methodology to improve employee satisfaction and motivation. However, we do know that creating an actual or optimized work environment aligned (matched) to an individual’s preferred TQtm will raise the individual’s level of satisfaction. Maslow’s hierarchy of needs states the “physiological, safety and security, social, esteem, and self-actualization (learn, grow and attain one's potential) needs” must to be sequentially met in order to raise the person’s level of satisfaction. – TQtm does not affect the “physiological, safety and security” needs of an individual. – TQtm alignment has a moderate affect on the “social” element through the creation of a common language and influence on communication within an organization. – TQtm alignment has the strongest affect on the “esteem” and “selfactualization” needs by ensuring that feedback and positive reinforcement are occurring at the right frequency and intensity to provide personal learning, growth and attaining one’s potential. © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 32

Q&A Questions? Thank you for your interest and attention! Kevin. G@taskquotient. com http: //www. taskquotient. com/Promo. Site/index. php © 2007 TTI Performance Systems, Ltd. Kevin. G@taskquotient. com 33