Finding and recruiting top people is difficult; guessing who is a top performer is even more difficult… and expensive! What if there was a way to take the guesswork out of hiring, eliminate bias that clouds judgement, and provide you the confidence that you matched the right person to the role? Utilizing a portfolio of behavioral sciences and TTI’s patented Job Benchmarking technology, we help organizations uncover the right people with the right skills for the business need that exists. Whether you outsource or in-source the selection process, we can help!
What exactly is Job Benchmarking?
Job Benchmarking is the science of carefully defining superior performance in each position and using objective criteria to determine who is hired. This integrated system goes deeper than traditional employment methods and one-off assessments to create the most comprehensive definition possible of why the job exists, what it needs for superior performance and who is the best choice to provide maximum return with minimal risk. Job Benchmarking combines the behavioral sciences with technology and the art of recruiting to match the right person to the job that’s ideally suited for them.
Have you ever made a bad hire?
Chances are, if you’ve been a hiring manager for any length of time, you have. If you’re new in the hiring role, chances are you will repeat the mistakes of the past if you’re only using subjective data.
Poor Hires Create Problems
The hard cost of hiring. The real cost of a hire is revealed over time and time is money. That said, the cost of a bad hire is estimated to be somewhere between 3 and 15x salary, plus the administrative expense, lost departmental productivity and damaged internal and external relations.
The soft cost of hiring. When an employee doesn’t work out or isn’t engaged, their productivity obviously suffers. This results in revenue loss that managers expect and count on from a territory or group of accounts. This puts undue pressure on the team to make up the shortfall.
The emotional cost of a bad hire. There is a deeper cost to the organization. The science of emotional intelligence confirms that people are profoundly influenced by the moods of those around them and their productivity suffers. Are you willing to take this chance?
All jobs require the right talent for maximum performance and organizations, worldwide, are attempting to crack the code on successful hiring to build high performing teams. The following represents why current hiring practices fail to deliver.
Why Current Hiring Practices Fail To Deliver
Hiring decisions are made with limited data; basically a resume and the interviewer’s skill. A study at Michigan State by Professor John Hunter determined that the typical employment interview is only 57% effective; slightly better than flipping a coin.
Biases cloud judgment. We all see the world from our point of view; how we value experience, knowledge, economics, power and tradition. Oftentimes this personal viewpoint is unknowingly injected into the hiring process even when it’s not relevant to a specific position or to the organization itself. When this happens, it creates a barrier, preventing us from selecting true superior performers
Key Accountabilities are not defined. Many organizations fail to establish key accountabilities for the role prior to recruiting. And many members on the interviewing team don’t truly understand why the role exists and what’s truly expected from the new employee.
Volume of Applicants overwhelm. The sheer volume of applicants, per position, make it necessary to use an efficient system to find top performers. Today a third of all applicants apply for more than 50 jobs in their job search. Using a set of highly specific filters which are precisely calibrated to the job will result in a better, more targeted candidate short list.
What if the job could talk?
If the job could talk, it would give you exactly what was needed for success in the role. The job would describe the competencies, behaviors and motivation needed for success in the role. Well, the job can talk with the Job Benchmarking process. The only question left is, will you listen?
The Job Benchmarking process is a unique and effective solution because it benchmarks a specific job, not the person in the job. To do this, we let the job talk through an interactive process and job assessment. Ensuring you hire superior performers safely under the law requires a system that clearly identifies what is required by the job and how each candidate compares to those job requirements.
The Job Benchmarking System
- Gives you objective data to make a more informed hiring decision
- Addresses the common biases associated with selection
- Clearly defines Key Accountabilities
- Provides a benchmark that is job related vs people related
- Allows you to move forward only the most qualified candidates
- Delivers objective data which increases hiring effectiveness
When Job Benchmarking is implemented properly, it will have a direct effect on your business’ bottom line. You’ll not only attract the best candidates, but you’ll save time and money by hiring the right people the first time and reduce the learning curve with new employees who are strategically matched to fit your company.
The Job Benchmarking Approach
Job Benchmarking can be broken into four key phases. Each phase is contingent on the one prior, and the entire process can be duplicated across all positions within the company.
Phase I – Set-up: Give the job a voice using “Subject Matter Experts” Since the job can’t actually talk, we give the job a ‘voice’ using Subject Matter Experts (SME’s). The Subject Matter Experts (SMEs) are people within the organization that have a direct connection to the job. Their expertise will help you create the job benchmark.
Phase II – Develop Key Accountabilities: Define, Prioritize and Weigh Key Accountabilities. The Key Accountabilities session is critical to the Job Benchmarking process and hiring the best fit candidate for the role. It’s important to understand why the job exists, how success in the job is measured, the history of the position and how it fits the company strategy. Through an interactive discussion, the SMEs will define a comprehensive yet succinct group of 4-5 key accountabilities for the position. These will be ranked by importance and time requirement.
Phase III – Assessment: Respond to the Job Assessment and Review Multiple Respondent Report. The SMEs will respond to a Job Assessment keeping the Key Accountabilities top of mind. Based on a unique analysis, the Multiple Respondent Report combines the input of all SMEs to create a benchmark for the job.
Phase IV – Results: Compare Talent to the Job Benchmark using a Gap Report. A Talent Assessment on the same scale as the job will identify the characteristics an individual will bring to the job, allowing you to determine the best job fit and identify coaching opportunities. Within the framework of a company’s overall selection process, effective hiring decisions can be made and productivity can begin immediately.
On-boarding and Coaching
Once a candidate is hired, you have the ability to convert the Talent Report into a Coaching Report for management purposes. Many clients have chosen to create an On-Boarding Binder for the newly hired employee which includes:
- The ranked and weighted Key Accountabilities for the role
- The new employee’s GAP Report
- The full Trimetrix DNA Talent Report
Current Staff Not Performing?
If you have current staff not performing to your level of satisfaction, simply arrange for them to take the Talent Assessment and compare them to the Job Benchmark. You might find that you have a great person in the wrong role. With objective data, you’ll be able to make an informed next move.
When Job Benchmarking is implemented properly, it will have a direct effect on business and revenue performance. You’ll not only:
- Attract the best candidates,
- Save time and money by hiring the right people the first time
- Reduce unwanted turnover
- Improve engagement with new employees who are strategically matched to the job
- Improve revenue performance
With Job Benchmarking integrated into your selection process, you will experience more effective hiring, reduced turnover, greater employee engagement and increased performance by hiring those individuals completely matched to the role. I encourage you to investigate the “What if” for your organization It costs absolutely nothing to see if Job Benchmarking is right for your organization.
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