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Articles

Strategic Use of Assessments to Power Development

Instructions provide the roadmap for building everything from a doll house to a jungle gym. Without them, structural integrity is questionable and the end result is often unpredictable. The same is true for development – personal, professional, and leadership. Without some form of a developmental roadmap, people often don’t know how or where to develop in order to achieve the target and gain the maximum benefit for the individual, team, department and organization.

Competency Spotlight – Coaching and Developing Others

Many of us who have been in the workforce for several years can look back and see significant personal and professional growth as individuals and leaders over the course of our careers. Taking the big step from individual contributor to people manager, as an example, is a significant change that requires different and new skills and behaviors. As job responsibilities change and increase, new and different skills and behaviors are often required. To rise to the challenges in our ever-changing and demanding business environment, each of us is responsible for being a great coach and developer of talent. By the same token, each of us is responsible for being open and receptive to feedback, coaching and development from others.

Taking Your Selection System From Good to Great – Part 2

The Statement

My goal in this article is to help HR leaders and talent professionals gain more effectiveness and predictability out of their hiring systems. As I pointed out in Part I of this article in our previous newsletter issue (April 2013), when it comes to making improvements to selection tools and processes, more is better. Companies can make strategic improvements that positively impact talent metrics and add real value to the business — creating a more descriptive Realistic Job Preview to set clear expectations for job seekers, as was discussed in Part I, or adding job simulations as a tool to the selection process to gauge candidates’ skill in performing work-based scenarios. It’s not complicated. It is a matter of taking the right path.

Competency Spotlight – Resilience

The ability to withstand job pressure, frustration and setbacks is a characteristic of successful performers in many jobs. Often things do not go our way on the job, be it a difficult customer, hard to please boss or stubborn trainee. It is our resistance to the impact of uncontrollable circumstances that drives our performance.

Aberdeen Group – Assessments: Finding the Perfect Match

In the past several years, assessments have evolved into the critical element to a successful talent strategy. Whether used as a top of the funnel screen for incoming candidates, an in-depth simulation to test the capabilities of a leadership candidate, or personality type assessments designed to guide team-building, assessments play an important role in many critical talent decisions. This report, based on data from 251 organizations gathered in February and March 2013, looks at how organizations use assessments as part of their talent strategy to achieve outstanding business results.

Taking Your Selection Systems from Good to Great – Part 1

The Question

A television commercial for a large telecommunications company points out the obvious to sell their brand message.  They accomplish this strategy by asking a focus group of elementary-age kids questions such as: “Who thinks more is better than less?”  That “softball” question gets all hands to raise, and the result is entertaining and effective.  Point well made!

Competency Spotlight – Adapting to Change and Championing Change

Let’s be honest – most of us do not like change.  Change is hard, and we are often not ready for it.  But, change is also inevitable, especially in today’s challenging rapidly shifting business environment.  It is no longer if change will come with someone or something in the business, but when.  You can count on it.

Competency Spotlight: Driving for Results and Delivering Results

We have to do more with less. Whether it is the manager whose team just doubled in size or the sales person whose quota continues to grow, we all must accomplish more with fewer resources. To stay on top of demands in this challenging environment, organizations must find talented people who 1) achieve a stronger return on their efforts when in a direct delivery or contributor role (Delivering Results) and 2) drive a team to elevated performance in a management or leadership role (Driving for Results).