CriteriaOne® is a blueprint for recognizing talent and maximizing the potential and success of every employee from the first interview to his or her development and succession. CriteriaOne aligns the people with the right skills and motivations to the jobs in your organization that are required to achieve company-specific business objectives.
How does CriteriaOne® work?
CriteriaOne® is a closed loop system that assists organizations in evaluating the hard and soft skills, attitudes, general abilities, motivations, and personalities required for optimum performance. The results help managers make better decisions by accurately predicting what bottom-line results will happen with existing employees, with candidates under consideration for hiring and employees selected for promotion.
Aside from all the press, is talent management a sound strategy or just a fad?
Your competition might advise you to take a wait-and-see approach but our leading industry clients continue to confirm the fact that aligning the right people in the right jobs leads to increased productivity, top line growth and lower costs. In other words, organizations that continue to waste precious management time and expensive training on misaligned personnel will very likely disappear or become secondary players in their market.
How does your organization know if you need CriteriaOne®?
If your strategic leadership, executive and management teams are asking questions such as, “How can we increase top line growth with less resources”, ” How can we better manage our turnover and lower our people costs?” or ” Can our current knowledge and skill base keep us growing and profitable?”, then your answer is YES. CriteriaOne® removes the guesswork.
What differentiates CriteriaOne® from other similar services?
…….our utilization of multiple assessment instruments and our expertise at “bouncing” the results from one personality scale against another to get an accurate, fair and predictive picture of an individual. Our process helps organizations identify what competencies are most important for each employee position and then assess the competence of employees and job candidates. Even more, CriteriaOne helps managers learn what information they can’t ignore, and clearly removes the information that may be interesting but is based only on nice-to-know-but-not-important information.
What specific information can CriteriaOne® give me that others providers can’t?
Great question. We focus our evaluations about candidates and employees to three areas: do they have the ability (competency), how well will they do the job (proficiency), and will they do it for you (motivation)? What effect will an individual’s personality have on his/her ability to perform for you? For example, CriteriaOne® differentiates between arrogance and ego, humility and timidity, situation fixing and problem solving, implementing and visioning, and the ability to make effective, calculated decisions with speed and accuracy … and if they will take the risk.
How does CriteriaOne® acquire this information?
Information about the job is acquired from a a 3-Step job audit called ACT and the job description. Information about what differentiates top performers from average performers or high turnover employers from long tenure employees is acquired by using a package of performance assessments. These assessments are carefully selected to evaluate the nuances of key positions and the organizational culture.
What does ACT stand for?
A = Activities that must be completed effectively and on time by an employee
C = Competencies that a candidate or employee must have to do the job well
T = Tools and techniques that can quickly, accurately and cost-effectively predict the potential or ability of a candidate or employee to do a job.
Are the assessments based on a comprehensive theory of personality?
Many tests being advertised for employee selection and development are too narrowly focused or not designed to measure work-related characteristics of people. Personality instruments must be designed to measure normal personality. Even though using a test to measure abnormal behavior may seem like a desirable advantage, using such an assessment is very risky legally and ethically.
Why not just improve the interview process instead of using tests?
Research has shown time and again that the interview alone is predictive of success on the job in less than 2 out of every 10 placements. The interview is also inherently biased by personal preferences. This inaccuracy is even worsened further when managers untrained in the art of interviewing are given the task of selecting and promoting employees.
If tests are used, do they replace the interview?
Definitely not. CriteriaOne® embraces the “whole person approach” for selection and promotion recommended by the Department of Labor. The “whole person approach” encourages managers to factor in the results of a variety of accepted tests along with prior actual performance and interview results, to get the most complete picture of an employee or candidate. The testing recommended as a result of the CriteriaOne® process can be used to sift through and identify the most qualified candidates as well as create a series of carefully crafted behavioral- and situational-based questions to be used during the interview.
But isn’t testing employees considered risky in today’s litigious environment?
To the contrary. In fact, according to the Uniform Guidelines on Employee Selection Procedures, any inventory or procedure utilized for selecting or promoting an employee is considered a test. Much to the surprise of many managers, including human resource professionals, the interview must meet the same validity and reliability standards as personality tests, ability tests, and even background checks and resume evaluations.
What is an accepted test?
A test is deemed acceptable if it meets three basic criteria. First, the test itself must be validated – that is, the test is examining what it says it is. Secondly, the test must be reliable – meaning the results must be consistently repeatable. Reliability is a huge problem with the interview. How common is it for two interviewers to get different responses to the same questions depending on the interviewer’s ability to both probe and interpret the responses or the effect of the setting in which the interview is given? Finally, the test must be job relevant and job specific. The testing we use for selection, promotion and succession purposes has extensive validity and research, is legally defensible and complies with the guidelines of the ADA and EEOC.
How do you choose the right tests?
There are literally thousands of tests available. Selecting the right one is critical and is only the first step. The test is just the vehicle used in order to get the desired information. Interpreting the results in a meaningful and appropriate way requires an understanding of the specific requirements of the job. In addition, the ability to integrate the results of one assessment with another, and to weight, confirm, and balance the information in a fair and objective evaluation is crucial. Select an employment testing expert like Success Performance Solutions who has the expertise to help you design personnel assessment programs that are effective and compliant with relevant laws.
What specific gains can a company expect from using CriteriaOne®?
Job matching, will significantly improve sales productivity by shortening revenue ramp up time for new hires and promotions. CriteriaOne®, has been proven to reduce churn (tenures less than 14 months) in high turnover industries by 50 percent and in low turnover industries by 75 percent. In addition, job matching improves safety, morale and quality, and extends the tenure of top performers.
Does the assessment consider the effect of the organizational culture?
Be wary of generic profiles, those that purport to predict the ability to predict job success without consideration of the work environment. A person’s behavior is not only a function of their personality but also of their environment. The success of top performers varies depending on the company culture, type of customers, type of transactions (product vs. service), corporate strategy, sales approach and philosophy and more.
Can CriteriaOne® be used at all levels of the organization?
The benefits of CriteriaOne® will be reaped at all levels of the organization – from entry-level to leadership positions. Most organizations, however, have discovered that the greatest returns in the least time will occur when the focus is on supervisory and higher levels of management and all levels of sales.
In other words, we do everything possible to match the pursuit of competence, proficiency and motivation with our client’s existing performance management process. From selection to development and promotion, we help organizations like yours tap the potential for top line growth and reduce your people costs associated with poor selection, sub-par performance and turnover.