InnerActive Consulting – Insights

Job Assessments: A Great Hiring Tool When Validated

Job assessments are an important tool in ensuring that you get the right people hired in the right jobs! We have all seen the disastrous results when a bright and energetic person is hired for the wrong job. It’s a mis-match that hurts everyone. We have also likely seen what we “thought” was the right person for the job who simply “interviewed well.” Their skills, values, and behavior did NOT fit the job. YIKES!

We have all also seen people—and hopefully have been one ourselves—who have been matched perfectly for the right job in the right company. Bingo! This is a match! Continue reading ‘Job Assessments: A Great Hiring Tool When Validated’ »

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Posted by Inneractive Consulting Insights on January 24, 2011 at 3:03 am under Using Assessments.
Tags: assessment validation, behavioral assessments, hiring and selection tools, job assessments, job benchmarking, Judy W Bell, motivator assessments, value assessments
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Beware of Averages – Especially with Benchmarks

I ran across a situation recently that made me scratch my head. A very smart group of managers were discussing their newly discovered “benchmark” for a particular classification of job. While I do get excited about gaining insight through the use of matrix, I was disappointed in the overall effort or structure they used to develop their “benchmark.”

Here was their system or process for developing a broad benchmark for a job position. Seems they took a number of people who had been selected as “top performers” and then ran some assessments on this group, averaged the data across the group and decided the data from the average was good for a usable benchmark.

Well, this plan had several major flaws and will probably get them in trouble legally with the EEOC and other watchdog agencies. Here is a list of the flaws I found in their system… Continue reading ‘Beware of Averages – Especially with Benchmarks’ »

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Posted by Voss Graham on November 4, 2009 at 4:54 am under Hiring, Selection and Retention.
Tags: Beware of Averages, fatal flaws to watch out for in benchmarking, hiring and selection, job benchmarking, job or position analysis, performance standards, Targeted Interview questions, using a control group, Voss Graham
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Benchmark the Job Rather than the People

When reading some new information about our hiring and selection process, I was reminded that when benchmarking performance in the hiring and selection process -

“You Must Benchmark the Job Rather than the People in the Job.”

This is a very important factor for three reasons:

Legal Foundation – a Job Benchmark takes out any bias and focuses strictly upon the job and the traits necessary for the job to perform at higher levels. If you have benchmarks for all the jobs using the same process and used this tool to compare to a common talent assessment, then you have a legally clean system that can be defended or even thrown out of court for lack of bias.
Quality of the Current Team – This is tough for some leaders to deal with, yet, it is more common than most would believe. I have experienced this in the review and evaluation of a Fortune 100′s sales team. They were evaluating the sales team for a complete restructure of the sales organization. When we analyzed the data, the evidence showed the quality of the entire team was low (which had contributed to the decline in sales over the past three years) – so a benchmark of their top performers could have established an B or C level benchmark for future selection. This company needed more “A” players to remain in on the playing field of top performing companies. Their brand name was the only thing carrying the majority of the sales teams performance.
Objectivity – One of the key points for using a job or position benchmark is to eliminate bias or personality from the selection process. It also is the starting point for putting objectivity back in the subjective process of hiring and selection. When there is no check system that uses a proven objective scoring or measurement of traits needed for a job or position to be successful, you will be fooled by people in the interview process.

Does this type of process or system work? Well, yes it does. Our research partner has been following the success of using an assessment based hiring process with the focus on job or position benchmarking. Their data indicates that 92 percent of the people placed in jobs using the patented job benchmark to talent report system are still in their position after a one year. This compares with placement agencies record of 20 to 50 replacement rates.

This improvement in placement and retention rates will have a significant return on investment in your company. If you want to learn about this hiring system, contact Voss Graham at 901-757-4434 and we will discuss how this system can improve your bottom line.

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Posted by Voss Graham on July 8, 2009 at 5:47 am under Hiring, Selection and Retention.
Tags: employee retention, hiring and selection, hiring systems and processes, job benchmarking
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R & D Key to Top Talent in Organizations

Yes, you read the title correctly. R & D is the key to getting Top Talent in your organization. Research and Development is only half right with my version of R & D. The new version of R & D is Recruit and Develop. I borrowed this term from college football. During the major recruiting event of the year ( First Wednesday in the month of February), several coaches were talking about the dual importance of getting the “best” prospects to sign on – yet, it was the coaches responsibility to Develop the talent during their tenure on campus.

What a great analogy for all organizations to follow. First, recruit the “best” potential people for your company. And second, Develop the talent to the next level of performance and productivity. Interestingly, this seems to fit the methods used by the top companies. You know the ones that are ranked in both “Best Place to Work” and the “Top Performing Companies” lists. Continue reading ‘R & D Key to Top Talent in Organizations’ »

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Posted by Voss Graham on February 11, 2009 at 4:43 am under Hiring, Selection and Retention.
Tags: hiring and selection, hiring systems and processes, job benchmarking, Personal Development
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Let the Job Talk in the Hiring Process

How offer are you hiring people without truly understanding the REQUIREMENTS for SUCCESS of job? The most common tool used in the hiring process is the job description followed closely by the Behavioral Interview Question sheet. Yet, do both of these tools have a direct connection to the actual job position?

My experience assisting clients in the hiring and selection process shows a lack of direct connection between the tools and the job. How can this be? Simple. The job description is based upon activities and task to be done according to some formula used by human resources and a department manager. Usually, outcomes and specific performance traits needed in the job are overlooked. Even the behavioral interview questions are based upon some universal “good” or common value system for the organization that again misses the target of the specific traits needed for a job to perform at high levels.

So how can this function be improved? Let the job talk using a “Job Performance Benchmark.” This type of benchmark will identify the traits necessary for success and pinpoints the priorities needed for high levels of performance. It even provides a list of behavioral based questions to ask candidates relative to these performance based elements of the job.

How simple can that be? Continue reading ‘Let the Job Talk in the Hiring Process’ »

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Posted by Voss Graham on December 10, 2008 at 6:03 am under Hiring, Selection and Retention.
Tags: high performance, hiring and selection, hiring people, hiring systems and processes, job benchmarking
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Posts tagged ‘job benchmarking’

Job Assessments: A Great Hiring Tool When Validated

Beware of Averages – Especially with Benchmarks

Benchmark the Job Rather than the People

R & D Key to Top Talent in Organizations

Let the Job Talk in the Hiring Process

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