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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.

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.

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: 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).

Competency-based Talent Management: Creating a Unique Talent Brand

Successful companies go through painstaking efforts to develop and market a specific brand to draw loyal customers. When you think of brands such as Volvo and Starbucks, specific brand images likely come to your mind of safety and convenient quality. Companies are now finding that brand differentiation is more than a unique product line and the ability to effectively market that product line—the brand difference is their people.

Talent Assessment Customization: How Much Is Enough?

Many successful businesses have found a way to differentiate themselves by making a unique and emotional connection between their goods and services and the specific expectations of their customers. It’s not a stretch to say that the stronger positive emotional connection an organization can create with its customers, the more likely customers are to spend their hard-earned money with them.

Partnering with Candidates to Promote Respect in the Hiring Process

Successful companies constantly evaluate their business practices and procedures. From operational efficiencies to talent selection, all aspects of the business merit evaluation when trying to create a high performing organization. “Best companies to work for” have refined their hiring practices to increase their odds of selecting top talent while at the same time ensuring respectful treatment of all candidates. These companies value the impression made to candidates during the hiring process and partner with them by 1) managing candidates’ expectations through a compelling but honest recruiting message, 2) communicating promptly and effectively, and 3) following through consistently on commitments made. Hired or not, these companies leave candidates feeling respected through a recruiting partnership.

Developing Talent in a Time of Layoffs

Today, layoffs are mounting at a frightening pace. Normally, I hear about unemployment as a statistic: Only 5% or 6% last year, maybe going as high as 9% or even to double digits in 2009. These are scary figures for the economy, but unless you are part of that statistic, less personally frightening. This time around, I know several great people who have been laid off. These are real people, with real careers, real families, and real hopes and dreams. They are not culls from a bloated workforce. They are talented, hardworking, ethical, dedicated, experienced professionals.