|
|
<-
Back
|
Signet is now
proud to feature ACT WorkKeys®
and
Birkman
Assessments! |
Through
the use of
employee assessments, solutions are found for employee related problems
that may have persisted for years. Our innovative and versatile employee
assessments often uncover information about people that leads to
revelation, perception, and understanding. This information is helpful for
self-understanding, improved management, and better communication.
What is work, if not
a process of continually finding solutions to problems? Each day
situations arise that require evaluation, consideration, and decision. The
ability to make more positive decisions than negative is the mark of
successful leadership.
Decisions leading to
satisfying solutions for the challenges you face are based on having
accurate facts, statistics, and numbers. A valuable function of employee
assessments is their presentation of objective, quantified data about
employees. This data is invaluable when solving people problems.
Our human resource
management solutions are proven and deliver results. We measure the
essential data employers need to make the best possible hiring, training,
managing, and promoting decisions. Our human resource management solutions
and industry leading employee assessments will help your organization
succeed!
Why
Use Assessments?
Assessment
Solutions
Products
& Services
Executive
Briefings
Why
Use Assessments? Reasons
to use assessments:
 |
Two of three new hires will disappoint in the
first year
|
Two of three employees would rather work
somewhere else
|
Ninety-five of 100 applicants will
"exaggerate" to get a job
|
Most hiring decisions are made in haste -
during the first five minutes of an interview
|
One of three businesses will be sued this year
over an employment issue
|
Turnover costs thousands of dollars for every
departing employee
|
Eighty percent of employee turnover is
avoidable |
| | | | | |
AND...
You want employees who are dependable
In 1998, absenteeism cost employers $757 per employee, according to a
report in USA TODAY. This was the direct cost reported by a survey of
human resource professionals and does not include the cost of hiring
others or paying overtime to perform the work of absent employees.
You can be held liable for employees'
behavior on and off the job
You must know the nature of the people you hire because their criminal
behavior could cost your business millions of dollars. Every time you hire
without practicing due diligence, you may be accepting liability for their
actions - even when they are "off the clock."
You can be sued for illegal discrimination
In the absence of objective data, how can you demonstrate a
hiring/promotion decision was made objectively, without discrimination
because of gender, race, religion, etc.
Résumé writers write great fiction
In a survey of recent college graduates, 95% said they would be willing to
make a false statement in their résumés in order to get a job. Forty-one
percent admitted they had already done so, according to a report in
Nation's Business (May, 1999).
Testing is acceptable, even expected
As reported in Molding
Systems (May, 1999, v57 i5 p56(1)), a survey found that 92% of job
applicants accept testing as part of the job qualification process. Only
3% resent it, while 5% were neutral.
Assessments offer a solution
Historically, employers depend upon résumés, references and interviews
as sources of information for making hiring decisions. In practice, these
sources have proved inadequate for consistently selecting good employees.
When training employees, a "one size fits
all" approach has failed to provide the desired results.
When selecting people for promotion, otherwise
excellent employees have too often been miscast into roles they could not
perform satisfactorily.
Clearly, an essential
ingredient for making "people decisions" has been missing from
the formula.
The use of assessments
has become essential to employers who
|
want to put the right
people into jobs;
|
provide employees
with effective training;
|
help their managers
to become more effective; and
|
promote people into
positions where they will succeed. |
| | |
The use of assessments
has resulted in extraordinary increases in productivity while reducing
employee relations problems, employee turnover, stress, tension, conflict
and overall human resources expenses.
Several factors
contribute to the failure of traditional hiring methods. Résumés often
contain false claims of education and experience while omitting
information that would help employers make better hiring decisions.
Business references are
of little value because most past-employers will tell you nothing but
"name, rank and serial number."
These realities are the
reason interviews have become the most influential factor in hiring and
promotion decisions. However, experience shows only a coincidental
correlation between the ability to deliver well in an interview and to
deliver well on the job. Studies peg this correlation at 14% -- one good
employee in every seven hires. Even background checks don't help much. The
success rate becomes 26%, but that's only one good hire in every four.
Unfortunately, many employers have accepted these poor results and the
high cost of excessive turnover as a business reality. They have flown the
white flag of surrender.
Don't
Surrender! Assessments do help significantly
Assessing behavioral traits improved the hiring success rate to 38%.
When both thinking
abilities and behavioral traits are assessed, the right people are hired
54% of the time.
When an assessment of
occupational interests is added, successful results improve to 66%.
The most impressive
results are achieved, however, when an integrated assessment is used - one
that measures behavioral traits, thinking, occupational interests, plus
"Job Match."
These integrated
assessments employ cutting-edge technology and empirical data to assess
the qualities of "The Total Person." In doing so, the individual
qualities of candidates are compared to the qualities of employees who
performing their duties in a superior manner. These 21st Century
assessments successfully identify potentially excellent employees better
than 75% of the time.
Job Match
outranks all other factors
A well-documented study, published in Harvard Business Review
concludes that "Job Match" is by far the most reliable predictor
of effectiveness on the job. The study considered many factors including
the age, sex, race, education and experience of approximately 300,000
subjects. It evaluated their job performance and found no significant
statistical differences, except in the area of "Job Match." The
conclusion: "It's not experience that counts or college degrees or
other accepted factors; success hinges on a fit with the job."
The only reliable method
for evaluating "Job Match" is with a properly designed
assessment instrument, capable of measuring the essential job-related
characteristics particular to each specific job.
 Return
to Top
Assessment
solutions include:
|
Personality Tests: Employee screening
an development assessments. |
|
Employee Recruitment Staffing: Tools
for Employers and Staffing Agencies |
|
Pre employment Screening Assessments: Integrity,
Reliability, Work Ethic, Internet Abuse, Date Theft |
|
Sales Hiring & Selection: Sales
Drive, Closing Sales, Call Reluctance, Prospecting |
|
Organizational Management Analysis: Corporate
Management Feedback, Training Development |
|
Customer Service Employee Selection: Customer
Service Skills, Customer Service Recruitment and Training |
|
Management Training &
Development: Online, Self Paced, Skill Development and
Competency Training System |
|
Leadership Development: Employee Skill
Building, Employee Training and Development |
|
Career Assessment Tests: Career
Planning, Employee Career Path |
|
Employee Hiring and Selection: Cognitive
Abilities, Behavior Traits, Occupational Interests |
|
Interview Questions: Employer interview
questions, Department of Labor approved |
|
Background Checks: Employee Background
Checks, Employee Pre Screening |
|
Team Building Tools: Team Balance,
Strengths, Weaknesses, Team Action Plan |
|
360 Degree Feedback: Leadership
Development, Management Competency |
|
Key Performance Indicator Tools: Quality
of Work, Problem Solving, Motivation, Initiative |
|
Succession Planning: Plan for the
Future, Leadership Development |
|
Loss Prevention: Employee Theft,
Shrinkage |
Return
to Top
|
|
