Our Clients Serving over 600 client organizations over 23 years, we have applied our skills to a broad range of industries, and all types of groups. Our satisfied clients include agriculture corporations and organizations, companies in the oil and gas sectors, petrochemical firms, wholesalers, retailers, financial institutions, government agencies, and professional services firms. AgResource Agri-Trend Andrukow Group Solutions Inc BP Canada BrettYoung Bayer Crop Science Canada Pacific Rail Canola Council Canterra Seeds Cargill Ltd. Co-operators Insurance Defence Construction Canada Doctors Eyecare Network Dow Agro Sciences DuPont Animal Health DynAgra Fas Gas Oil Ltd. Federated Co-operatives Ltd. General Mills Canada Corp Great West Life Habitat for Humanity Health Canada Johnson & Johnson Vision Care Kal Tire Library & Archives Canada Manitoba Hydro Merial Canada Meridian Industries Monsanto MTS Communications Parkland Industries Pfizer Animal Health Province of Manitoba Purolator RBC Dominion Securities Shell Canada Sioux Lookout First Nations TD Canada Trust Thompson Dorfman Sweatman, LLP Transport Canada Unisource Canada UFA Vale Inco Vetoquinol Viterra Workers Compensation Board Testimonials "Orlyn was very personal and kept my interest at all times. Thank you very much. The SB program has helped with my confidence, and enabled me to increase my sales significantly, as well as work through problems with more ease. Being able to read the customers for behaviors and tendencies has gone a long way to make me a more effective sales person. The knowledge of the buying/selling cycle has allowed me to be more assertive in day to day dealings with custom ers." - Federated Co-operatives participant "Orlyn is engaging, intere sting, funny and personable, always held our interest. He is a great guy, really knows his stuff! He did an excellent job of getting us engaged. Great job! He is one of the best facilitators I've had!" - Andrukow Group Solutions participant

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What is the true cost of a bad hire? Companies that succeed and attract the best talent know the importance of hiring the right candidate the first time. What sets certain companies apart from others when it comes to hiring? And what makes certain companies put much more time and effort into the hiring process? It starts with understanding the real cost of a bad hire. The cumulative effect of hiring the wrong candidate can be staggering. Not only can it be a financial burden, but it can affect many different levels of the business. For many business owners, the thing that keeps them up at night is the ability to hire and retain the right people. What Leads to a Bad Hire? Not investing enough time in the hiring process is a leading reason for hiring the wrong people. Who isn’t in a hurry these days? With time continuing to be the world’s most valuable commodity, people have more things to do than time to do those things. So what happens? We start to rush, become impatient, act reactively instead of proactively, and start making careless mistakes. Sometimes checking the box becomes the priority, and when that happens, the real problems begin. Companies that just “check the box” when it comes to hiring are likely going to have recurring problems until they realize the importance of putting the proper time, effort, and planning into hiring the right people. Sometimes a candidate might appear great on the resume and in the interview but turns out to be quite different once hired. Any number of factors can come into play, and the less that’s left to chance, the better. A few reasons employees may not live up to job requirements and company expectations include: They lack the necessary hard skills and soft skills to perform well They don’t have the proper resources required to do their job They aren’t motivated and the duties are not in their self-interests Companies that employ solid hiring practices are usually able to identify these potential obstacles upfront, ensuring that candidates that fall into one of these three categories are not brought through to the hiring phase. The Cost of a Bad Hire All sorts of stats exist on the true cost of making a bad hire. According to research from SHRM , employee replacement can cost a company between six and nine months of the departed employee’s salary. If this number is remotely accurate, the importance of hiring right the first time is not a luxury, it’s a necessity! Besides the quantifiable salary-related statistics, others costs pertaining to a bad hire are not always seen on a business's annual profit and loss report. In many ways, these effects are not entirely tangible. Bad hires affect companies financially, structurally, and motivationally. Think of the time spent sifting through resumes, interviewing potential hires, and training new team members. To understand the cost of a bad hire, businesses must think of the big picture. It costs time and money to find a decent candidate, bring them in for an interview, perform background checks, and onboard them. This process often pulls managers from daily duties, resulting in fewer hours remaining to accomplish other tasks. Once the candidate is on board, more managerial hours are spent training the employee on all the aspects associated with learning the job. Then there’s the trickle-down effect; a problem much bigger than the failure of a single employee. After spending money and resources to fast-track an employee, the employee starts to fail. The employee comes into work disengaged and unmotivated , pulling down other coworkers, diminishing overall company morale. If this employee is customer-facing and projects their negative attitude outward, the company runs the risk of losing loyal customers who decide to take their business elsewhere. At some point, the company realizes the employee is not a fit and decides to cut the cord. The entire selection process must start over again to re-fill the position. This could all have been avoided with stronger hiring practices. Want to better understand the cost of a bad hire? Conclusion The cost of a bad hire is higher than most people may realize and the repercussions can linger long after the employee leaves the company. Since hiring the right person the first time is the goal, how can a company improve its chances of successfully doing this? If more business owners, hiring managers, and talent professionals truly understood the cost of a bad hire, there’s no doubt that more time, effort, and resources would be used upfront to be sure the right person is hired for the right job. Using resources such as job benchmarks , assessments and the expertise of talent management professionals (such as consultants and executive business coaches) can be the difference between success and failure. Calculate the cost here>

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Individual Development "Personal development - the never ending chance to improve not only yourself but also to attract opportunities and affect others." - Jim Rohn Working Sm@rt + Outlook Take control of your workload and competing priorities. Receive practical hands-on skills instruction to help you a bsorb proven techniques for a total time-m anagement solution. Integrate communications, tasks, activities, planning and apply the WorkingSm@rt® method using Microsoft Outlook. Explore> WorkingSm@rt + OneNote Make collaborating with your team as easy as 1-2-3 The key to success lies in the ability for teams to work together without the constraint of being together. Whether the challenge is virtual, where geography is the issue or the reality of team schedules not lining up. Now it is possible to collaborate in a way that maximizes flexibility and minimizes the places you need to look to find key information or data. Explore> Working Smart + Teams Effective teamwork, collaboration and communication At some point, every team feels a disconnect in collaboration and communication, but if it's a lot of the time, then you and your team n eed a road map to improve the process and get better results. Explore> Selling Breakthroughs Keep your customers satisfied to create lasting relationships The secret to making a successful sale is knowing what, why, how and when your audience wants to buy. Learn the processes and stages of both buyer and seller simultaneously to understand how to apply sales skills and behaviors that accurately match the buyer's state and motivations. Understand how to use your expertise confidently to positively influence outcomes and meet both the buyer's and your own requirements. A sale isn't over until your client knows that the solution to their business problem is you and your product or service. Explore> Project Planning Breakthroughs A proven process that can be immediately understood and implemented by your whole team Regardless of the diversity among people, locations, departments, or disciplines involved, this program provides a streamlined overview of the basics, while focusing on a vastly improved methodology to meet the rigorous challenges of developing a project execution plan. Explore> WorkingSm@rt from Home Maximizing productivity in a remote working world Our World is changing. Success in a remote working environment requires individuals to use a shared set of communication, collaboration and planning processes and tools that are far more refined and defined than in a non-virtual workspace. Explore>

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Basic Benchmarking: Everything You Need to Know With the job market more employee-focused than ever, it's important to make sure every hire and position is filled with a quality candidate. What is Benchmarking? Benchmarking is the process of creating the profile of the ideal candidate for a position, and then measuring all candidates against that profile. It’s most commonly used in the interview process, but can also be used to measure an employee in their current role. How Do You Create and Use a Benchmark? The ideal candidate means a lot of different things to different people. This diversity of thought is a good thing, until it becomes a hindrance to the hiring process. Get the multiple perspectives you need while saving time by putting together a team of Subject Matter Experts, or SMEs. While a panel of SMEs is not necessary, it is a best practice. It can include employees who previously held the role, the candidate’s future direct report, and/or their future co-workers. “Working in a collaborative environment with multiple stakeholders gets you a variety of opinions and removes internal biases and personal agendas.” The SMEs each build out the results of an assessment as if they were their ideal candidate. Then, an average is found from each of those ‘ideal’ profiles. This average is your benchmark! After the benchmark is created, introduce it several steps into your interview process, after the initial rounds of reviews. Most organizations only use a benchmark with their top 3-5 candidates. This way, the normal screening process isn’t disrupted; it just gives deeper insight into each candidate, and a professional way to measure that insight at the end of the process. What Makes TTI SI Different? TTI SI has a patented Benchmarking Process that leverages data to make the best decisions about candidates. In addition, as an outcome of the process, roles have concisely defined responsibilities. Our benchmarking process defines the role instead of the individual. “The beautiful thing about benchmarking is that it’s not focusing ultimately on qualifying or disqualifying a candidate,” said Merkle. “It’s about discovering what the business needs. It removes bias and relies on logic.” Isn’t This a Biased Process? If you’re not familiar with the concept, it might sound like benchmarking is a way to discriminate in the hiring process. It’s actually the opposite; benchmarking a job minimizes bias and provi des a clear objective and collective voice to what behaviors, motivators and skills the job needs. “People have a tendency to like and relate to others similar to them,” explained Merkle, “But similarities might not be what the position needs. These benchmarks can be used for as much as 30% of the hiring decision, but the other 70% should be made based on resume, experience, skills, validation of those skills, and personal fit.” Clear up any uncertainty by building a scoring method into the interview process. It can look like the following: Resume: Determine the minimal qualifications for position Interview: Hold several rounds of interviews on the phone, and one or two in-person as your company sees fit Shared work: Analyze shared work from the candidates This can be samples of writing, completion of a project, etc) Benchmark: Measure top candidates against the benchmark and make a decision after final round of interviews “Benchmarking is a tool to hone in on top candidates, not a blanket dismissal of talent.” Something important to remember is that you don’t have to pick the ca ndidate with the closer score to the benchmark! By using the process, you get to make a conscious decision about the individual you are choosing to join your organization. “Organizations do not miss out on a good candidate because they don’t fit the benchmark,” Merkle said, “Even if you hire against the benchmark, you now have valuable insight into your hire about their behavior that you can use in their onboarding period and beyond. You know what they say; you can’t manage what you can’t measure.” By using this process, you get to make a conscious decision about the individual you’re choosing to join your organization. Why Should You Benc hmark? The benefits to benchmarking are clear! Here’s what happens when you find the right fit for a position, backed up by data. Enjoy Higher Employee Engagement If someone’s behavioral style, motivations, and skills are matched up to a position, they’ll have a higher level of engagement with their team. This engagement increases satisfaction, productivity , and profits. Customer retention rates are 18% higher when you have well-informed and highly engaged employees, according to Smarp . Avoid The Cost of a Bad Hire Just trying to ‘fill a seat’ in your organization is a huge mistake. 80% of turnover is due to bad hires, according to SHRM. Calculate the real cost of hiring the wrong person here, and see if you can afford it! Develop Your Talent Pipeline Benchmarking isn’t just for job candidates! If you’re not hiring soon, you can still use benchmarking to create development plans internally. Developing leaders within your organization will boost productivity and engagement while saving you money, time and resources. Some people want to use benchmarking as a justification for terminating a position. You’re better off using benchmarking as a way to get a snapshot on where to develop an employee. Remember, only 30% of your decisions can be determined by benchmarking. Don’t open yourself up to trouble. How Do I Get Started? If you want to start harnessing the power of benchmarking for your company, TTI SI is he re to help. Contact us here to learn more about how you can utilize this process. “We know leaders, especially during this time, have a challenging role,” said Merkle. “Benchmarking gives you a deeper level of insight before your candidate even walks through the door.” Ready to thrive? We wrote the guide on using assessments and development. Get your free copy here >

Dynamic Communications "Communication is not about speaking what we think; Communication is about ensuring others hear what we mean" - Simon Sinek The Challenge: Have you ever wondered why you just don’t “click” with some people? Chances are, their behavior style is different than yours. They look at life differently, they think differently, consider different things important and are motivated by different factors. You can either withdraw from these people and argue or ignore them, or le arn to understand the way they are, accept them and tap in to their strengths. The Opportunity: Trust, co-operation, understanding and acceptance are the key attitudes to strengthening your organization and making it more productive and competitive. Understanding your behavior style and the styles of those you communicate with, will go a long way towards building your team, improving customer service and assisting you in sales and negotiating. This material can have just as much impact on your personal life as well. The Learning: The foundation of this interactive workshop is the DISC Personal Profile. This self scoring, computer generated behavioral assessment is a road map to interpersonal communications - one that has been proven effective by over 20 million people. Participants will utilize the information in this session to: Identify their own behavioral style Capitalize on their strengths Increase their appreciation for different behavioral styles Anticipate and minimize potential conflicts with others Learn how to adapt their behavior for increased understanding and communication Learning is augmented by role playing with team building, customer service and sales scenarios. You will be light years ahead of the competition with your new ability to understand others! The Golden Rule: “treat others as you would have others treat you” The Platinum Rule: “treat others as they wish to be treated”

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