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Menu:
Updates:
April 2010:
Expert Insights - Creating a Team-Building Culture
March 2010:
Executive Briefing
February 2010:
Join other leaders who are maximising business performance
September 2009:
JobFit Assessments
August 2009:
Managing Human Capital in Unprecedented Times
June 2009:
Is your Organisation "Best-In-Class"?
May 2009:
Now is the time to Review your Screening & Selection Processes
March 2009:
Candidate Screening & Downsizing - How to make it effective!
January 2009:
All Managers can be Great Coaches
December 2008:
Study proves that Managers rarely understand the Success Factors of their employee
November 2008:
Perhaps if I starve the patient
that will make them stronger
October 2008:
Developing Courageous Leaders
September 2008:
Low Cost Employee Perks that won't punish your bottom line
August 2008:
Lessons of the Square Watermelon
Recruiting Great People
Every time an organisation employs someone they do so with the sole intention that the person selected will perform at a level that meets or exceeds their expectations.
So why is it that by using the same recruitment process an organisation ends up with some employees that are a continual disappointment, many that meet expectations and, thankfully, some that turn out to be superstars?
The answer is simple. When most organisations make hiring decisions they do so with limited information about the candidate and therefore their decision to hire can be inherently faulty. To highlight this point, let us examine the standard recruitment process of only using resume, interviews and references to make the hiring decision.
By using these three processes you will ascertain about 26% of the total information available about the candidate, in other words by using these three processes alone you will end up with an adequate or poor performer 74% of the time; only one-in-four hires will prove to exceed your expectations!
So how do we increase the amount of information we know about a candidate before we make the hiring decision? The answer is by Benchmarking roles, assessing candidates’ thinking/reasoning styles and behavioural traits and then establish Job Fit using statistically reliable, validated and predictive profiling tools.
One of the greatest challenges that employers face in today’s competitive marketplace is selecting and retaining high performers in their business. By using Profiles International performance management tools an organisation has the ability to benchmark every role in their organisation based on their proven high performers. By assessing their high performers and identifying the critical behaviours required in each role, organisations can ensure Job Fit for all future recruits and internal promotions.
Through the proper profiling of individuals we can increase the amount of knowledge of a potential employee from 26% to 75%. Simply put, this allows managers to make more informed decisions and dramatically decrease the risk of employing an individual who will not be suited or motivated to excel in a particular role.