Center for Business, Industry & Labor

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On Target • On Demand • On Site

Do the Right Thing (with Assessments)

How can a structured hiring process assist companies in finding top talent? Ask CBIL client ABB what they did...

As one of the world's leading engineering companies, ABB helps customers use electrical power effectively and helps them increase industrial productivity in a sustainable way. The local St. Louis transformer manufacturer made an investment in the hiring process in 2004. The quality of hires into entry level positions had been sporadic at best and the leadership at ABB felt a dramatic change in the hiring process was warranted. The results have been nothing less than profound.

Many of the individuals hired through the assessment process have become star performers for the organization. Dave Cain, Director of Operations, notes that, "We are hiring smarter people who are more ready to do the job." He goes on to say, "When I look back, I think that we have let maybe one person go that passed the assessment process because of poor performance." John Edwards, Director of Human Resources for the plant, concurs. "Turnover is way down and we continue to get high quality individuals into our open positions." It is clear that ABB considers the positive effects well worth the investment.

Organizations that hire people based on subjective impressions are likely to struggle due to poor performance and mismanagement of human capital. In a recent survey of 700 U.S. executive managers, Saville Holdsworth Limited (SHL) found that each loses an average of 34 days a year managing poor performers - employees who are not meeting the established performance standards of the organization. This translates to approximately one hour a day for each manager, or 12 percent of their time! Imagine how much more productive these managers could be if they didn't have to worry about poor performers.

Creating a process to weed out poor performers is not as difficult as it would seem. The process begins with a thorough job analysis where essential knowledge, skills and abilities necessary for success in the position are identified. This information is categorized into simple, well defined groups, or competencies. Then a trained professional begins matching potential assessments with competencies to establish validity and determine cut-scores. A structured interview often follows to assess other softer skills. The smaller pool of candidates who are interviewed have already been screened for necessary technical knowledge and skills. If an individual does well at this stage, the organization has the added assurance that he/she has what it takes to effectively contribute.

The final result of the process is a legally defensible, effective tool that ensures those who effectively pass the screening process have the skills and abilities necessary to perform at an acceptable level.

For more information on the assessment process and how it might benefit your organization, please contact Lou Gerst.

Retaining Employees: Questions to Start Asking

Cost cutting and downsizing have dramatically impacted the way employees look at their careers.

Employees at all levels know better than ever that job security is no longer something they can count on. They've been required to think bigger, look at other options and do whatever it takes to prepare themselves for the future. In essence, they have let go of their corporate commitment and have become "free agents" in search of the best opportunity available.

Take time now to start talking to your employees, really listening to their responses and taking action to change what needs to be changed. Here are a few questions to get you started:

1. What would make your work more meaningful and satisfying?

2. What conditions would cause you to seek employment elsewhere?

3. What is it that keeps you from seeking other employment?

4. What changes need to be made in your work environment?

5. How do you like to be rewarded and acknowledged for a good job?

6. What is your greatest challenge or roadblock?

7. What makes you feel like a valuable contributor?

8. What support, tools/resources, skills or empowerment do you need to be more effective?

9. What strengths or talents do you have that aren't being utilized?

10. What de-motivates you?

11. What else needs to be asked?

One warning: If you ask the questions, you need to be ready to respond. The best approach is to ask questions you are willing to take action on.

By Lora Adrianse, from the Sideroad.com