Tag Archives: performance

BALANCE AT WORK BLOG

Key factors in effective job behaviour assessment

The following information is an excerpt from the whitepaper ‘Best Practices in Talent Assessment’ by Dan Harrison, PhD, of Harrison Assessments International ©2008 Harrison Assessments International.  For a copy of the full report, please email us.

According to my 20 years experience in job behaviour assessment, there are several key factors that enable a behavioural assessment to effectively predict performance. These include:

  •  The ability of the assessment to measure more than 100 traits
  •  A questionnaire that is work focused
  •  The ability to detect false answers and to pierce self-deception
  •  Performance research that is used to create job success formulas for specific job
  •  Reports that are job specific, numerically quantified and easy to understand.
  •  The ability to weight and integrate eligibility score and job behaviour assessment scores.

Next in this series:  Measuring a sufficient number of traits

BALANCE AT WORK BLOG

Assessing suitability

The following information is an excerpt from the whitepaper ‘Best Practices in Talent Assessment’ by Dan Harrison, PhD, of Harrison Assessments International ©2008 Harrison Assessments International.  For a copy of the full report, please email us.

For most jobs, suitability factors are about 50% of the job success factors. Therefore, effectively measuring suitability is an essential part of assessment. However, suitability is much more difficult to measure than eligibility. The first challenge is to determine which suitability factors relate to job success for a particular job. However, even when that is determined, assessing job suitability accurately is unlikely unless you can determine how different levels of each suitability factor impacts job success.

For example, you may determine that self-motivation is an important factor for job success for a particular job. But you still need to determine how detrimental or how beneficial each level of self-motivation. In some cases, the more the person has the better. However, for other jobs, a moderate level is enough.

Each level of each factor needs to be scored according to its impact on performance. That is why HA contains significant previous research regarding suitability factors and their impact on performance for different job types and for different jobs. Without this, it is nearly impossible to assess behaviour effectively.

Suitability factors are behavioural and are much more difficult for people to change than eligibility factors. This makes it even more important to accurately assess behaviour during the recruitment process. Most organisations hire people for their eligibility and then try to develop their suitability. And in many cases fire them for their lack of suitability. Since behaviour is fundamentally more difficult to change than eligibility, it is better to hire people who already have the suitability for the job.

To illustrate different aspects of suitability, here are some examples of job behaviour factors that could be relevant to a specific job. These are just a small sample of more than one hundred important suitability factors that could relate to job success.

• What types of things will an applicant or employee accomplish or put off?

• What motivates them?

• How will they communicate, influence and lead?

    • How well they can handle autonomy, freedom and responsibility?

    • How much initiative will they take?

    • How much will they persist when faced with obstacles?

    • How innovative will they be?

    • How much will they accept and respond appropriately to feedback?

    • To what degree will they become autocratic, dogmatic, dictatorial or controlling?

    • How much will they resist change and/or be rigid?

    • What behaviours will they exhibit under stress?

    • How much will they be blunt or harsh in their communications?

    • How much will they tend to be blindly optimistic, impulsive, illogical or easily influenced?

    • To what degree will they avoid difficult decisions?

    • How well will they organise and handle details?

    • How much will they be scattered or chaotic in their approach to projects or planning?

    • How much will they seek to learn, grow and excel?

    • What kind of recognition do they need?

    • As a leader, how well will they provide direction?

    • How well will they enforce policy and standards?

    • How likely are they to steal?

    • How well do they handle conflicts?

    • How reasonable will they be when assessing the value of their contributions to the company?

    BALANCE AT WORK BLOG

    Are you confident you can deliver on your Client Value Proposition?

    When you make a promise to a client, are you confident your staff can – and will – keep it? Key Performance Indicators (KPIs) and managing staff performance are popular management concepts. This article looks at their practical application and importance in providing a consistent quality service for your clients.

    In the Future Ready III whitepaper, the Business Health authors say: ‘The results for those businesses willing to invest in their people are quite astonishing – the firms that implemented an effective performance management system deliver (on average) almost three times more profit to the business owners than those who are not yet leveraging the full potential of their team.’ How well do you leverage that potential?

    Every effective performance management practice has the following:

    1.  Expectations

    Everyone likes to know what they are supposed to do and what outcomes they can expect for their efforts. Figures from the Business Health whitepaper show that those practices where more than half the staff had personal objectives were 76% more profitable than firms where fewer staff had individual KPIs. KPIs need to be specific, measurable, achievable, realistic, given a time frame and agreed with your staff. It’s important to write them down for future reference and review.

    Set expectations about consequences. What will you reward and how? For example, achieving KPIs may be worthy of one level of reward, and exceeding them will attract greater rewards. Also be clear about the consequences of poor performance.  

    2.  Review

    Monitor performance and adjust expectations if necessary. Consider, for example, if adequate resources and training have been provided to enable achievement of KPIs. Having a ‘no blame’ culture will encourage staff to learn from their mistakes, rather than try to hide them.

    3.  Feedback

    Giving feedback is a management skill that takes practice to perfect (which is why we sometimes avoid it until it’s too late!). Here are some tips that apply to both positive and negative feedback:

    • don’t avoid or delay
    • provide specific examples of the performance or behaviour the feedback relates to
    • be clear about consequences
    • agree on any changes that need to occur
    • take the opportunity to seek feedback yourself
    • set a date to review performance

    4.  Rewards

    If you are going to provide rewards and incentives, you need to be committed and consistent. How can you be sure staff will value the rewards you offer? Simply by asking what would be of value to them and ensuring you honour their individual preferences. For example, an afternoon tea celebration and public recognition might be relished by some people, while the attention would only embarrass others.

    You can use your imagination, and staff suggestions, to develop a reward program that will be motivating without breaking the bank. Whatever you do, remember that all the research indicates that the most important reward is your genuine appreciation. Saying ‘thank you’ and giving as much attention to your consistently strong performers as you do to managing poor performance can make the difference between keeping and losing your best employees.

    5.  Momentum

    For truly outstanding results, provide guidance and feedback on an ongoing basis. Studies have shown that feedback and rewards are quickly forgotten by employees, so they need to be applied continuously and consistently. Michael Gerber, of E-Myth fame, recommends weekly individual employee development meetings (EDMs) between staff and their managers. The EDM gives both you and your employees an opportunity to re-establish priorities and provide feedback.

    Industry data, again from Business Health, shows that practices where staff performance reviews were held within six months of the survey date had profit levels 35% higher than those where performance reviews had not been conducted for more than 12 months. Regular reviews enhance performance that can be tracked to your bottom line.

    One final comment on performance management: In ‘Good to Great’, Jim Collins says ‘If you need to constantly manage people and their performance, you know you’ve got the wrong people on the bus’. If you suspect this is the case, it might be time to review your recruitment and selection processes (see previous article in this series) and/or seek some external assistance.

    If you have any comments, or questions, about these articles, I’d love to hear from you. Please email me or call on 1300 785 150. For more information about Balance at Work’s range of people management services, visit our website or subscribe to our newsletter for more practical tips.

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