Team/Job Candidate Assessments
When determining if you are hiring the right person it is essential that you go beyond personal bias, job history and basic competency analysis. Turnover costs companies billions a year because we hire talented people without considering the culture they will thrive in. Understanding a person’s unique motivation is not easily accomplished in a simple interview. Our assessments go to the heart level and reveal behavior styles, driving forces and core competencies so you know who to hire and how to coach and train them.
Using only one assessment could reveal the answer to one or two questions, but you would only see the partial picture. Multiple sciences reveals more of the entire person — what they do, how they do it and why they do the things they do. We embrace a philosophy that measures both the presence and absence of behavior, acceptance and avoidance. We use a data pool of millions of individuals collected over several decades to further refine our assessments.
The report generated from our assessment contains over 50 pages of easily understandable data letting you know exactly who this person is and where they will, or will not, thrive.
The Three Sciences
Moving everyone up to consistently high performance levels requires reaching every dimension of an individual’s capacity. The success of the candidate selection process comes from a complete analysis of 43 job related factors, described below.
Every behavioral style has a natural head start towards performing well in certain roles and the best-case scenario is to put them in that role. The job matching process identifies the unconscious, gut-level behavioral style that comes naturally to a person. With that information, their tendencies in regards to twelve behavioral traits can be compared to the behavioral traits required by a job, and if they correspond, you have one component of a great job match.
There are four fundamental aspects of behavior that are involved in every aspect of life, and they are necessary to varying degrees in every job. Understanding a person’s natural way of operating in each of these areas gives a reliable indication of how they tend to perform on the job.
How a person addresses problems and challenges.
How a person handles situations involving other people.
How a person demonstrates pace and consistency in their work.
How a person responds to rules and procedures set by others.
Values are motivators that drive behavior. Because they indicate what a person cares most and least about, they describe why individuals act the way they do, revealing the inner motivation for their behavior. Values are measured in six areas: theoretical, utilitarian, aesthetic, social, individualistic and traditional. With knowledge of which of these values a job satisfies, each employee can be matched to a job that matches their inner drive. This component of the process assures that the person is matched to a job they are most likely to embrace and excel at. When a person clearly demonstrates passion for their work, it is because their motivators are well-matched to the job. They will be more productive and enjoy doing their work. Motivators are the powerful underlying source of a person’s energy to perform on the job.
A drive for a practical return on time or money spent to accumulate wealth and what is useful.
A drive for knowledge, discovery and continuous learning.
A drive for personal power, influence and control over surroundings.
A drive for beauty, form and harmony in objects, nature or experiences.
A drive for an orderly, well-established, unified structure for living.
A selfless drive to help others.
All jobs require a variety of skills such as planning and organization, presenting, problem solving and conflict management. There are 25 professional competencies that are universally agreed to be necessary in the workplace in varying degrees according to the position. How important or unimportant each skill is for effective job performance will vary from job to job and may also be unique for similar jobs at different companies. For example, a high level of mastery in negotiation and written communication may be crucial to success for a salesperson in one field, while neither will matter at all for a salesperson in a different industry.
- Conceptual Thinking
- Conflict Management
- Continuous Learning
- Customer Focus
- Decision Making
- Employee Development & Coaching
- Diplomacy & Tact
- Goal Achievement
- Futuristic Thinking
- Interpersonal Skills
- Personal Accountability
- Planning & Organization
- Problem Solving Ability
- Understanding & Evaluating Others
- Written Communication