Reduce the Guesswork: Using Assessments to Drive Your Business Forward

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Many business owners and managers feel they have a knack for hiring the right candidate and correctly identifying high potential employees. However, with the US Department of Labor estimating that a poor hiring decision costs an organization up to 30% of that employee’s yearly wages, these talent management decisions are too important to be undertaken alone.

Employee assessments provide measurable, in depth insight into a candidate or employee’s abilities, potential, and skill sets. Improve your chances of making the right hire and identifying your next star performer. Make assessments your newest HR resource as you work to develop your talent and your business.

Learn from one of G&A Partner's HR experts, Brandon Davis, on assessment best practices during this webinar.

Published in: Technology, Business
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Reduce the Guesswork: Using Assessments to Drive Your Business Forward

  1. 1. By:  Brandon  Davis,  PHR   G&A  Partners   Reduce  the  Guesswork:  Using   Assessments  to  Drive  your  Business   Forward  Webinar  
  2. 2. Agenda     •  The  business  case  for  assessments   •  Types  of  assessments   •  When  to  assess  candidates   •  How  to  select  the  right  assessment   •  How  to  interpret  results   •  How  to  select  the  best  candidate  
  3. 3. POLL  QUESTION   •  What  is  your  role  within  your  organizaNon?  
  4. 4. The  Case  for  Assessments     •  Most  common  candidate  evaluaNon  method   is  sNll  the  interview   •  Common  issues  with  interviews:   •  Lack  of  organizaNonal  standardizaNon   •  Inherent  interview  biases   •  Time  consuming  &  oRen  inefficient  
  5. 5. The  Case  for  Assessments     •  Assessments  provide  fast,  easy-­‐to-­‐ understand,  acNonable  data:   •  Personality   •  Skills   •  Job  Fit   •  Help  idenNfy  candidates  ‘worthy’  of  an   interview   •  Can  focus  interview  quesNons  and  objecNves   •  Standardized,  reliable,  un-­‐biased  data  
  6. 6. The  Case  for  Assessments     •  Measurable  ROI   •  Retail  associates  achieve  19%  more  sales  per   month  -­‐  $70  million  annually.       •  Customer  service  associates  increased   producNvity  saves  $22  million  annually.   •  Bakery  workers  decrease  workplace  accidents   saving  $67,000.  
  7. 7. Poll  QuesNon   •  What  is  your  experience  with  pre-­‐hire   assessments?  
  8. 8. Types  of  Pre  Hire  Assessments     •  Personality  &  CogniNve   •  Skills   •  Job  Fit  SoluNons  
  9. 9. Personality  &  CogniNve   •  Advantages   •  IdenNfy  personality  factors  and  intelligence  levels   •  Data  received  before  the  interview  –  saving  Nme   •  ConsideraNons   •  Don’t  take  into  account  organizaNonal/job  needs   •  Examples   •  DISC   •  Myers-­‐Briggs  Type  Indicator  
  10. 10. Skills  Assessments   •  Advantages   •  Wide  range  of  skills  assessed   •  Simulated  environment  (Excel,  Auto-­‐CAD,  etc.)   •  Focused,  easy  to  interpret  results   •  ConsideraNons   •  Employees  are  not  merely  a  sum  of  their  skills   •  Examples   •  AccounNng/Finance,  Clerical,  Business/HR,  IT,   SoRware,  etc.  
  11. 11. Job  Fit  SoluNons   •  Advantages   •  Most  encompassing  pre-­‐hire  assessment   •  Combines  competencies  and  skills  (when   appropriate)   •  Easily  translates  to  job  fit  and  performance   •  Examples   •  Banking,  general  business,  call  center,  customer   service,  IT,  insurance,  hospitality,  sales,  retail,   healthcare.  
  12. 12. When  to  Asses  Candidates     •  Two  ideal  locaNons  within  recruiNng  process   •  Immediately  following  applicaNon   •  Ideal  for  skills  assessments  where  a  minimum   proficiency  level  is  required  for  the  posiNon.   •  Immediately  preceding  the  decision  to  interview   •  Ideal  for  personality  &  cogniNve  and  job  fit  soluNons.   •  Can  help  hiring  managers  make  beaer  decisions  on   who  to  interview.       •  Can  help  focus  interviews  on  areas  of  concern  instead   of  surveying  the  candidate.      
  13. 13. How  to  Select  an  Assessment   •  4  main  factors  in  assessment  selecNon   •  Relevant  to  the  posiNon/organizaNon   •  Average  compleNon  Nme   •  Cost   •  Delivery  method  
  14. 14. How  to  Interpret  Results   •  What  does  this  mean  in  relaNon  to  his/her   potenNal  job  performance?   •  Don’t  take  numerical  scores  at  face  value   •  Assessment  results  are  rarely  inaccurate  –  just  in   need  of  explanaNon  
  15. 15. How  to  Select  the  Candidate     •  Know  what  the  posiNon  requires   •  Understand  what  skills  and  competencies  are   required  and  to  what  degree.       •  Understand  what  personality  factors  will  be   helpful  or  hindrances  to  success.   •  Know  that  no  individual  will  score  high  on  every   skill,  competency,  or  personality  factor.   •  Use  assessment  as  part  of  candidate  profile  
  16. 16. Conclusion   •  Pre-­‐hire  assessments  can  provide  real  value   to  an  organizaNon.   •  Select  assessments  which  are  specific  to  the   posiNon’s  needs.     •  Work  with  assessment  vendor  to  ensure   accurate  interpretaNon  of  the  results.      

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