Douglas G Garner Email and Phone Number
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The traditional employee selection process at companies has miserable predictive qualities.Grade point average from whatever school gives you little insight to a candidate's potential in your company, working in your business and working with you. Previous job titles? Ditto. Tattoos? Ditto. Error-free resume? Don't get me started.But having the right people in the right seats on your bus, to paraphrase Jim Collins from Good to Great, is the only way for a business to be GREAT! Even Peter Drucker said that an organization can do no better than the least productive person in the chain. Collins even recommended that business owners should "hire for traits and train for skills." My partner and I have conducted over 70 retained executive and professional recruiting projects in the past 12 years and we've found a tool that beats anything I ever used in my previous 30 years as an HR Manager (SPHR). And If you're not too pig headed to learn something new, like I was back then, you'll be quite impressed with what we've found CAN predict potential success of your candidates at any level, in any function and at any position. This technology allows us to state unequivocally that "You can predict (with up to 95% probability) a candidate's performance potential in every position in your company."
Smart Work Assessments
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Partner & Senior ConsultantSmart Work Assessments Dec 1999 - PresentGreenville, South Carolina Area, Serve GloballyWe believe a person's potential success in performance and retention to a particular opportunity (job, industry, culture, hiring manager, curriculum, career) can be measured and therefore predicted.We help companies build high performing cultures by matching candidates to cultures, statistically, to increase performance and retention. The rest of the stuff takes care of itself.
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Senior Hr RepresentativeBp Amoco Polymers Group Nov 1996 - Jul 2001HR Generalist for 550 employee carbon fiber manufacturing plant that went through 2 "downsizings" and was finally sold to a major customer (backward integration) after the BP buyout of Amoco. This is where I learned about employee "misfits" both exempt and non-exempt. Much of this could have been avoided had I known what I know now about employee selection. Predictively selecting self-directed employees in every function.
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Organizational Capability GroupBp Amoco Oct 1994 - Nov 1996Responsible for Organizational Development consulting for "downstream" business units, ie. Chemicals and Plastics after Amoco's attempt to centralize "staff services" and decentralize strategic business operations. The acquisition by BP put an end to the "experiment" while I was serving as an HR Generalist at the Polymers Business Unit.This reenforced my understanding of the importance of employee selection and retention based on measurable employee culture fit. -
Organizational Effectiveness ConsultantAmoco Fabrics And Fibers Company Sep 1993 - Oct 1994Total quality management begins with the individual employee making the right decisions minute to minute. This assignment more than any of my career taught me the importance of employee selection. After hundreds of thousands of dollars training employees to become self-directing and to reduce management headcount, we still struggled with the competitive pressures of 'off shoring' textile jobs. Highly self- directed employees can be selected to inherently seek out what is necessary to be successful, not just follow instruction. Motivation comes from within the individual. You can't teach a dog to fly except to jump down from the furniture they should not have gotten on to begin.
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Director Of Quality ManagementPhillips Fibers Corporation Oct 1990 - Sep 1993Prior to the acquisition by Amoco Fabrics and Fibers, I was responsible for all quality management compliance and process re-engineering efforts for administration (Marketing, Sales, Finance) and Manufacturing at 3 polypropylene fiber manufacturing facilities. This was where I learned the application of Statistical Process Control. We used in safety management but did not think about how to apply it (SPC) to hiring or assigning personnel. "Big Data" was in its' infancy.
Douglas G Garner Skills
Douglas G Garner Education Details
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European History -
College Of Soft Knocks
Frequently Asked Questions about Douglas G Garner
What company does Douglas G Garner work for?
Douglas G Garner works for Smart Work Assessments
What is Douglas G Garner's role at the current company?
Douglas G Garner's current role is Experts at helping you select your right employee and/or Career..
What is Douglas G Garner's email address?
Douglas G Garner's email address is do****@****ork.com
What is Douglas G Garner's direct phone number?
Douglas G Garner's direct phone number is +186427*****
What schools did Douglas G Garner attend?
Douglas G Garner attended Vanderbilt University, College Of Soft Knocks.
What are some of Douglas G Garner's interests?
Douglas G Garner has interest in Inventing The Future, Education, Children.
What skills is Douglas G Garner known for?
Douglas G Garner has skills like Talent Management, Recruiting, Organizational Development, Training, Executive Search, Human Resources, Management, Interviews, Personnel Management, Employee Relations, Hiring, Employee Training.
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