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Will You Add? - Hire The Best - Assessments As Selection Tools
Every human body is different and a personal trainer will know exactly how to not just get a human body into proper shape but also shape the body into the desired form. A personal trainer knows that while guys may want to ‘bulk up’; a girl might want to slim down. A good personal trainer will know what to do to get the desired look wanted by their client.To get started, it really comes down to lessons from instructors about how different exercises affect the human body. The key to being a good personal trainer is not just knowledge of how the body works but continuing education on new ways to improve our bodies. When clients ask you about your b
Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the suc
Many people in the last decade have experienced either a layoff or termination in their lives or the lives of somebody they know. While many of these people affected have experienced outplacement-consulting services, some have not and they may be in for a rude awakening - corporations no longer “take care of you”. Managing your career in these times require you to have a game plan and an understanding of yourself and human behavior. That is why outplacement consulting and career coaches have become so popular and are being sought out by individuals, not just corporations. A career coach can help you manage more than just your career, they can help you
The following recommendations will help you better utilize these very valuable tools in a variety of ways.
Recommendation 1: Use assessments to provide information in the areas that are most likely to result in success or failure. Experience has shown that most people succeed or fail in positions because of their Behavior Fit, Value/Culture Fit and Personal Skills Fit. Assessments add to the elements of experience, technical skills, accomplishments and education - they can identify Behaviors, Values and Personal Skills that are the real drivers of success in your organization
Recommendation 2: Choose assessments that are designed for business use, so that your managers and leaders can use and trust the reports. If your managers don’t feel the information is specific, directed to their interests, and delivers value to them in their relationship with the person assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"
Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the suc
"Where is all the help I'm supposed to get. I have been buying ezine and classified ad builders and signing up for Echecks and Virtual credit cards. In the meantime I have no business and no ads set up. When does all this happen? Let's go here. I spent all day on this. I'm running out of time."I kid you not, this is the sum total of an actual email that hit my inbox this week. Not only did I not know this person from Adam, this was the first and only email I had ever received from her and to this day, I have no idea what she's talking about. Presumably, she signed up for one of the affiliate programs I promote from my site and was asking, in her
Recommendation 1: Use assessments to provide information in the areas that are most likely to result in success or failure. Experience has shown that most people succeed or fail in positions because of their Behavior Fit, Value/Culture Fit and Personal Skills Fit. Assessments add to the elements of experience, technical skills, accomplishments and education - they can identify Behaviors, Values and Personal Skills that are the real drivers of success in your organization
Recommendation 2: Choose assessments that are designed for business use, so that your managers and leaders can use and trust the reports. If your managers don’t feel the information is specific, directed to their interests, and delivers value to them in their relationship with the person assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"
Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the suc
Tired of sending the boring white envelope over and over again? Why not spice it up with colorful return address labels? Your recipient will surely be amused by your creativity, and you will definitely find mail work a lot more fun.Why use stick-on return address labels?You are not required to put a return address on every letter you send out, but it is still best to label your letters so that the post office can resend it to you (in case it gets rejected or undelivered for any reason).A legible, well-made return address label also lets your recipient understand your address and send you a reply.Thousands of themes to choose from Assessments add to the elements of experience, technical skills, accomplishments and education - they can identify Behaviors, Values and Personal Skills that are the real drivers of success in your organization
Recommendation 2: Choose assessments that are designed for business use, so that your managers and leaders can use and trust the reports. If your managers don’t feel the information is specific, directed to their interests, and delivers value to them in their relationship with the person assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"
Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the suc
Occasionally, I come across a brand so simple and precise I have to stand back and appreciate the austerity of it. Most often these brands are signature brands.A copywriter friend signs her work “Dina” and it’s quite effective. Her name is simple, clean lined, and unique enough that it’s all she needs. Everyone in the industry recognizes her work, because it follows the simplistic style of her signature; straightforward, implicit, and concise.Our current President is identifiable by his middle initial. Through all of history I imagine he will be recognized as George W.Nobody has to tell you that “Bugs” is a bunny. Everyone knows th
Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the suc
As always, the grand creator puts things in my path to point in which direction my column should take each month. It is laid before me in such a manner that I become passionate about writing the experience in detail. Because many publications allow only 700 words, I have to chop my column to fit the criteria, yet in my books I let it flow naturally.I recently made a trip to a well-known drug store to purchase a few items and browse through their new store. I permitted my two teenage sons to accompany me so they could peruse the new establishment as well. Predictably, they did not follow me to the check out but dragged behind me causing delay. I
Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.
Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the perception that it adds work out of proportion to its value. Ensure that the means for completing questionnaires and communicating results is as seamless as possible, and is not handled as an exception item in your selection process.
Recommendation 5: Choose an assessment that has multiple uses for your organization. Many of the assessments available have little value beyond providing specific information about elements of a person’s “personality profile”. Look for assessments that can help in establishing development plans, benchmark positions, create constructive talking points for performance reviews, create the climate for proactive development discussions, as well as help with the selection decision. In other words, do the assessments you use or are considering for use result in the kind of information that can be applied in many ways? Are they designed to make it easy for you to develop, among other things, benchmark profiles of people who have been successful – and unsuccessful, in their jobs as a way of aiding future hiring?
Recommendation 6: Choose assessments that have fast turnaround
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