Our approach to acquiring talent is simple yet sophisticated. More importantly, it is highly effective. Our strategy uses two key ingredients: 1) process and 2) valid, reliable assessments.
The process and assessments to apply for talent acquisition is dependent on the type of job. We recognize a different process and assessment combination based on 1) hourly/skilled worker jobs 2) professional and administrative jobs 3) sales 4) managerial and 5) executive. We work with you to develop the right process with the right assessments based on your unique needs.
We start with a patented process for identifying the position and benchmarking the job's talent requirements. Once you have clarity about what to look for, sourcing and assessing the right candidates is much easier. We assess your candidates using the right assessments at the right time. Our proven approach saves you money and time.
There are too many assessments on the market. This has created a certain amount of apathy within organizations (management and human resources). It isn't the fact that there are many assessments to choose from; it is the challenge of separating the poor-quality assessments from the high-quality assessments. Even price won't do this for you - the higher the cost of the assessment (or executive assessment service) doesn't mean a better assessment that has strong validity and reliability and will pass the OFCCP/EEOC requirements for adverse impact.
Our processes and assessments have passed the most stringent reviews and have been accepted by Fortune 100 legal teams. The OFCCP actually compliments our clients on both the processes and assessments used for hiring. But more importantly, every assessment within our arsenal is of the highest quality to produce the results you expect.
Scientific dimensions we measure:
Latest research by TTI Success Insights and our practice has revealed the need for a multi-science approach to measuring and identifying talent. The following are backed by solid research and used to consistently produce desired results for our clients:
What if you could identify a person's work-related attitudes towards supervision, work, customer service, safety/risk avoidance, theft and drug use - before the applicant was invited for an interview? Having the right attitudes comes before matching the person's talents, knowledge and experience to the job. Value: Low cost, used for reducing a large applicant pool to a smaller, more promising subgroup
A person's behavior comes from "nature" (inherent), and from "nurture" (our upbringing). It is the universal language of "how we act," or our observable human behavior. All jobs have a set of behavioral requirements. Knowing how well the applicant matches up to the behavioral demands of the job provides insight into the amount of adapting required for them to succeed. We measure a person's natural style and how they are adapting using four dimensions of normal behavior. They are:
How the candidate responds to problems and challenges.
How the candidate influences others to their point of view.
How the candidate responds to the pace of the environment.
How the candidate responds to rules and procedures set by others.
Knowledge of an individual’s motivators help to tell us why they do things. The more aligned a person's personal motivators are to the rewards/culture of the job, the more likely they will experience high job satisfaction. Studies have clearly shown high job satisfaction correlates strongly with high performance.
A person’s acumen, keenness and depth of perception or discernment, is directly related to performance. How clearly a person understands others, the tasks required to achieve goals (practical thinking) and the systems in the environment (the external acumen dimension) the more effective they are in the work environment. We also measure the internal dimension to acumen - how a person sees themselves (sense of self), their roles and their self direction (future view). We are able to gauge the applicant's ability to see situations clearly and problem solving ability.
An individual’s hierarchy of competencies is key to his or her success, and leveraging the right competencies is essential to reaching one’s goals. For many jobs, personal skills are as important as technical skills in producing superior performance. We measure 25 competencies that recognize both cognitive soft skills and experience:
Understanding Others (Empathetic Outlook)
Planning and Organizing
Problem Solving Ability
Self-Management (Time and Priority Management)
Employee Development and Coaching
Goal Orientation and Achievement
Creativity and Innovation
Influencing Others (Persuasion)
Our EQ assessment is designed to provide insight into two broad areas: Intrapersonal and Interpersonal emotional intelligence. Within these broad areas we measure five dimensions of emotional intelligence: Self-Awareness, Self Regulation, Motivation, Empathy and Social Skills.