Assessments | Hiring Assessments

"They looked great on the resumes.  Sounded great in the interviews.  So what happened?"

"The cost of hiring the wrong person could be as high as three times that person’s annual salary."

Traditionally, hiring techniques have focused on skills alone while neglecting the behavior and values component. But you’re not hiring just a skill set, are you? One study found that 90% of all hiring decisions were based solely on the outcome of an interview with a candidate, yet research shows that the interview is only 14% accurate.

And interviewing can be misleading. Think about the people hired in your organization who seemed like great additions—until they felt the first hint of pressure or stress, or suddenly found it impossible to work with this or that colleague, or according to this or that rule or procedure. Big problems, right? Because the opportunity costs associated with turnover can be as high as 3x the individual’s salary, companies need a way to insure they’re putting the right people in the right job, right away!

To insure a higher success rate, company’s use assessments in the hiring process. Assessments provide the hiring manager with information that would otherwise take about 30 days to surface--often causing ‘buyers remorse’ when  realizing the person isn’t right for the job. 

Behavioral and values based hiring helps organizations identify the best fit the first time.

We start by setting up a password-protected assessment account on our internet delivery system. We then work with you to define the type of person you need for the position through a Position Analysis that answers the question, “What sort of person does this position require?” In effect, we help you create a profile of the position itself. Then, all candidates who make it through to the final cuts are asked to take a set of assessments that evalute their fit with the profile of the "ideal candidate."

“If a person is not performing as expected, it is probably because he/she has been miscast for the  job.”                                                          Edward Deming