Over the course of the last month or two, I was networking with a contact I met via LinkedIn named Bob Gately. We had connected through a discussion post I had started on the LinkedIn: HR group. This post talked about some of the issues that candidates experience during the interview process. One of the main issues I had brought up was: whether or not the rigid interviewing process was potentially causing companies to lose quality talent. After months of commenting on this discussion, Bob introduced me to an assessment called the ProfileXT.
As the discussion post grew longer and longer with comments from various HR professionals, it became apparent that there seemed to be a lot of conflicting views and practices. Although there was a lot of great information, it also became clearer that no one seemed to be on the same page. Everyone seemed to have different interview criteria and practices. Also, no one could determine the most effective way to interview in regard to pinpointing the right candidate/job fit.
And then Bob chimed in.
Bob had mentioned an assessment that he had been using for several years called the ProfileXT. Because I was sincerely intrigued, I spent time discussing the details of this assessment and I was completely blown away. This assessment measures candidates’ personality traits, and their math and verbal competencies. It then takes the results and compares it to the criteria that a company determines to be the qualities that lead to higher success rates. Basically, the assessment works like this:
• Company determines their current best employees for each job function and has them take the assessment. Assessment results will give a range of certain qualities and traits that these employees have. This sets the bar for what would make a future employee successful at this job.
• Candidates going through the interview process take the assessment. The assessment involves a series of questions that measures their personality traits, as well as their math and verbal competencies.
• After the assessment is completed, a report will be generated that shows where the candidate falls on a scale of 1 to 10 for each criterion (there are a ton!)
• The scales can then be deciphered against some literature that explains what each criterion means and what their score translates to in that regard.
• Once the scores are translated, they can be compared to the company’s “Successful Employee” range and determine if the candidate possesses the necessary qualities and traits that the company believes would make a nearly-ideal employee.
Although this explanation is extremely general, I’ve attached some documents that Bob provided to give more detail on how this assessment works. Some of the main benefits of this assessment are as follows:
• The assessment can identify the talent that is ideal for the job and company.
• It allows candidates to find out their strong/weak qualities so they can determine which jobs would be best to apply to.
• It can help candidates understand themselves better so they can sell themselves with supporting documentation.
• It can reduce turnover.
• It can make the selection process less biased and can conform it in a way so that everyone’s on the same page.
I really thought this was a great tool. I was able to test it out and felt that the results were very accurate. It was also amazing to see the success percentages that were generated when I compared my results up against jobs that I’m interested in doing. Mind boggling!
I suggest that companies consider giving this assessment a trial run. I’ve attached more information on it and also Bob’s contact information so you can get additional insight on how it would work for your company. If you’ve used it (or are planning on using it) I’d love to hear how it’s helped you during the talent acquisition process.