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What Are Psychometric Assessments?

What Are Psychometric Assessments?

               

                What Are Psychometric Assessments?

Psychometric assessments can give managers and organisations objective, in-depth and consistent information about their employees. To manage effectively, one needs to measure effectively. Many factors inhibit managers from acquiring enough of the right information about their employees to make the best possible decisions for both the individual and the organisation.

There are 4 main reasons for this:

 

  1. People are difficult to read.
  2. Future employees have a tendency to embellish their c.v.’s and qualifications.
  3. Managers tend to filter employee performance reviews.
  4. We have biases that unconsciously influence our decisions such as race, gender, etc.

Valid psychometric assessments can uncover truthful information about the employee in a very cost and time effective manner.

When buying a R50 000 computer for a business, great care is taken in ensuring that a sound investment is made. The “right people” is said to be a companies greatest asset….do we spend enough time, effort and money in researching whether we make a wise investment in hiring and selecting the right people?

Here are some essential questions for selecting the right assessments for you and your organization:

  1. What is the purpose of the specific assessment tool and how will it help us accomplish the objectives of our assessment program?
  2. How does the assessment help us understand the whole-person to give us a more solid basis to make important career and employment-related decisions?
  3. Is the assessment instrument unbiased and fair to all groups who will be assessed?
  4. Is the assessment procedure and instrument adequately reliable for our use?
  5. Is the assessment procedure and instrument valid for our specific purpose?
  6. Is the assessment tool appropriate for our target population?
  7. Is there understandable and comprehensive documentation available for the assessment instrument?
  8. Is training and support provided for assessment administrators?
  9. Is the data from the assessment instrument secure?
  10. Is training and support available to ensure that scores are    interpreted properly?
  11. Is the outcome of the assessment simple enough to enable managers to interpret the results or is a certified professional required?

 

Over 75% of the Times Top 100 companies in the UK and over 80% of the fortune 500 companies in the USA use psychometric assessments. If you or your organisation are not using assessments to assist in your people decisions have a look at the benefits thereof:

  1. Selecting people most likely to succeed in a job
  2. Accelerating time for people to become fully productive in a new role
  3. Improving alignment and communication between managers and employees
  4. Reducing workforce conflict and improving employee satisfaction
  5. Maximizing each employee’s contribution to the organization
  6. Reducing employee absenteeism and turnover
  7. Increasing sales performance and customer loyalty
  8. Enabling strategic workforce management and succession planning
  9. Increasing overall workforce capability, productivity, and agility

It has been said that to get to know people, you can either observe them, which takes time and is costly, or you can assess.

 

       

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      Team Dynamics

      Team Dynamics

      TEAM DYNAMICS

      Team Dynamics: The Importance Of Each Member On The Team (Organisational Development)

      Have you ever heard of Aesop’s Fable “The Belly and the Members”?
      If not, the fable reads:
      “One fine day it occurred to the Members of the Body that they were doing all the work and the Belly was having all the food. So they held a meeting, and after a long discussion, decided to strike work till the Belly consented to take its proper share of the work. So for a day or two, the Hands refused to take the food, the Mouth refused to receive it, and the Teeth had no work to do.

      But after a day or two the Members began to find that they themselves were not in a very active condition: the Hands could hardly move and the Mouth was all parched and dry, while the Legs were unable to support the rest. So thus they found that even the Belly in its dull quiet way was doing necessary work for the Body and that all must work together or the Body will go to pieces.”

       

      When we underestimate the importance of each member on a team, group dynamics has a tendency to fall apart. Getting a feel for how an individual responds to conflict could prevent some major stress and tension within the group down the road. The easiest way to reveal this vital information can be through the use of assessments.

      Similar to Aesop’s Fable, it is important to recognise an individual’s distinct skills, behaviours, and strengths in order to utilise the team dynamics and achieve an effective team.

      So what’s the moral of the story? Each person brings a different skill set, behaviour, and personality to a team. Sometimes, it may seem that certain team members are doing more work than others, but that is not always the case. That’s why team communication is a key focus for organisations worldwide!

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        Talent Management

        Talent Management

        TALENT MANAGEMENT

        The days of using “Talent Management” as a generic term for a set of loosely-related HR activities have passed.

        Nowadays, successful organisations have focused their talent management activities—recruiting, hiring, onboarding, performance management, employee development, team building, and succession planning into a tight-knit “strategic workforce plan,” which seeks to optimise business processes, people development, and productivity via robust employee psychometric assessments and an ever-growing field of professional talent management consultants.

        A quick survey of world history (and, anecdotes from different cultures and religions) reveals that all great leadership—be it religious, political, or organisational—depends on consultancy in some form or fashion, and always has. Kings had their courts. Presidents have their Cabinets. Only recently, however, in the Industrial Age, did organisations specialising in management and leadership begin to emerge.

         

        When we reflect on the last few decades, it is clear that talent management has changed dramatically to a comprehensive and strategic process that cannot be ignored. In regard to employee evaluation and talent management, HR processes are not the basis in this industry anymore. According to Josh Bersin, “Today, while core talent programs must still work together, we need to consider the whole ‘ecosystem’ of talent issues in our strategies, programs, and systems.”

        Talent management is a broad, umbrella term encompassing a lot of specific functions. Trying to navigate it alone can be like following half a treasure map, or one written out in archaic, illegible runes. You need someone with the other half of the perspective; one with specific etymological specialisation to translate the way. That’s what a talent management consultant does. They can help guide the organisation to success.

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          Succession Planning

          Succession Planning

          SUCCESSION PLANNING

          Succession and workplace planning are not (or at least, should not be) the function of HR alone. Leadership – from the CEO to frontline managers – should have a high level of input in the selection of successors.

          These days, succession planning cannot be only about filling organizational needs – especially not when it comes to talent managementThe emphasis now must be on allowing men and women in the workforce to balance career and personal aspirations.

          Thus, organisations must also learn how to balance their employees with organisational goals, and tailor moves to meet the needs of their employees.

          Instead of focusing on single, specific jobs to fill in succession planning, organisations should look for groups of roles in which a variety of successors can be identified. 

          Since succession planning should be concerned with both long and short term replacement, each succeeding talent pool should be larger than the last, which means organisations should be constantly looking for and recruiting new talent.

          As succession and workplace planning are internal matters, it is important to retain the high-potential, high-performing employees an organisation already has, while continuing to recruit others to keep the talent pool deep.

          Talent management consultants help organisations develop strategic workforce plans that not only identify the talent necessary to fill these roles, but also create succession plans that will grow that talent to become future leaders.

          Products:

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          Leadership

          Leadership

          LEADERSHIP

          The success of a business can be traced back to its leaders. Edwin H. Friedman said, “Leadership can be thought of as a capacity to define oneself to others in a way that clarifies and expands a vision of the future.” It is important to recognize the positive and effective attributes in each leader, but it is also important to be aware of obstacles that may be looming in the distance. Successful leadership develops over time, and can only be improved when business leaders know how to diagnose and treat leadership inhibitors. Here are the seven deadly sins of leadership:

          Rushing through the hiring process.

          Without taking the proper amount of time to hire employees, companies run the risk of wasting time, effort, and money on someone who was never qualified for a position in the first place.

          Assuming that your employees know the company goals, objectives and purpose.

          Even if your company has implemented an impressive strategic plan, it is worthless unless it is understood and embraced at all levels.

          Failure to develop your team’s skills.

          Failing to develop your people’s talents through appropriate training is a waste of resources. By investing in employees, companies are investing in their future success. Training ensures that employees will succeed.

          Forgetting to evaluate business activities.

          You should continually assess the activities of your business. These activities should be tracked to assess effectiveness as well as efficiency. Being able to quantify your successes makes it easier to set goals and to motivate employees with concrete data.

          Holding back feedback.

          Just as you must evaluate your business activities, you should also evaluate employees on a regular basis. Constructive feedback is necessary to produce good performance and to help employee career development.

          Assuming that you’re doing a great job.

          Assuming that your customers are satisfied simply because you have not received complaints is not necessarily an accurate barometer.

          Failing to constantly market your business.

          Failing to understand the relationship between marketing and sales can be detrimental to any organisation. Even businesses with excellent sales forces should actively market themselves.

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          Hiring – The Right Person

          Hiring – The Right Person

          HIRING: THE RIGHT PERSON FOR THE RIGHT JOB

          Did you know that employees who are well matched to their jobs are 2.5 times more productive on the job? Studies show that proper job fit improves engagement and job satisfaction, resulting in increased productivity, while negative factors such as job related stress, tension, workplace conflict, and costly employee turnover diminish.

          Do you wish you could consistently replicate high performers? It’s easy to recognise top performers when you see them in action or review their numbers.

          Psychometric Assessments help you make better hiring decisions by helping you understand the core characteristics of your top performers. There is no greater tragedy in business than hiring competent employees into jobs in which there are destined to fail.

          When this happens, their potential is wasted. Hiring solutions measure the essential behavior characteristics an employer needs to make the most intelligent hiring and selection decisions.

          A key component in establishing job fit is to know exactly what the role or position in question demands.

          First, create a comprehensive and detailed job description. Then, by reviewing and outlining the characteristics of employees who have demonstrated success in that particular position, we can use this data as a basis for evaluating potential applications to help predict their future success.

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            Employee Experience

            Employee Experience

            EMPLOYEE EXPERIENCE

            Fun in the workplace can significantly improve retention, happiness, talent quality, and even productivity.

            As the saying goes, “All work and no play makes Jack a dull boy.” But, before companies like Google began the new trend of promoting fun in the workplace, the words “fun” and “work” didn’t fit in the same sentence together.

            Today, the younger generations present a new set of challenges for employers, and organisations have been forced to find new, innovative ways to attract and retain them as employees.

            Promoting a fun work environment is quickly becoming one of the most widely-implemented recruiting and retention strategies in many of the world’s most successful organisations, and there’s a good reason.

             

            How important is a fun work environment?

            Results from a PGI survey show that 88 percent of Millennials want a fun and social workplace environment. The Millennial Generation is striving to be happier and more passionate about every aspect of their lives than any generation that has come before them.

            It seems that Millennials place high value on their time with respect to quality of life—in other words, not wanting to spend time doing something they hate, in a place they don’t want to be, surrounded by people they don’t want to be around, regardless of the compensation. Granted, no one wants to be in this situation, but past generations have been much more tolerant of these predicaments than Millennials.

            The moral of the story, and lesson to be learned for Google, is this: Put the same amount of effort into keeping your people happy as you do in your business process and products.

               

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              Emotional Intelligence

              Emotional Intelligence

              EMOTIONAL INTELLIGENCE

              Emotional Intelligence (EI) is a set of skills that help us identify and respond to emotions within ourselves and others. These skills are as important as your intellect (IQ) in determining success in work and in life. Everyone, no matter what job function, has interactions with other people. Your ability to understand your emotions, to be aware of them and how they impact the way you behave and relate to others, will improve your ‘people’ skills and help you ultimately be more successful.

              Applied Emotional Intelligence – The Difference It Makes

              In the workplace, emotional intelligence underlies our self-awareness, empathy, leadership, and resilience. In our world of ‘do more with less’, where continuous change is the norm and effective collaboration is essential, these skills are fundamental to our success. People who have been through our programs feel better at work, facilitate more productive work environments, and better lead and engage others.

              The Genos Emotional Intelligence Model

              Emotional self-awareness is the skill of perceiving and understanding one’s own emotions. Feelings influence decisions, behaviour, and performance. Leaders who are emotionally self-aware are conscious of the role their feelings can play in these areas and are better equipped to manage this influence effectively.

              The Genos Emotional Intelligence Assessments

              Genos emotional intelligence assessments measure how often individuals display emotionally intelligent workplace behaviour that underlie success. They are supported by a wealth of peer-reviewed research and are accompanied by beautiful reports that provide accessible and practical development suggestions.

              The Genos Emotional Intelligence Technical Manual

              The Genos EI Technical Manual provides detailed information relevant to the psychometric properties of the Genos EI Inventory.

               

              The Genos Emotional Intelligence Research Papers

              We have an extensive list of published material and research papers on our assessments and development programs.

              Products:
              Genos Emotionally Intelligent Workplace Behaviour Self Report
              Genos 180° Emotionally Intelligent Workplace Behaviour Feedback Report
              Genos 360° Emotionally Intelligent Workplace Behaviour Feedback Report
              Genos Emotionally Intelligent Leadership Self Report
              Genos 180° Emotionally Intelligent Leadership Feedback Report
              Genos 360° Emotionally Intelligent Leadership Feedback Report

              For a comprehensive assessment of your 'people' needs contact us.

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              Coaching & Development

              Coaching & Development

              Life Coaching, Executive Coaching, Sales Coaching, Emotional Intelligence, People Development, Corporate Training, Training Programs,

              COACHING, TRAINING & DEVELOPMENT

              Your employees are the lifeblood of your organisation. Regular training is imperative to the success of your organisation.

              Know what you are coaching: Before coaching begins, managers need to decide which areas to focus on, and how those areas will be measured. Remember, areas of focus should include strengths and weaknesses, skills and attributes, and personality and behavioural traits. Creating a benchmark for these areas will allow managers to measure how employees perform and where the coaching effort is needed most.

              Coach early and coach often: Effective managers coach their employees from day one, and they coach and offer training on a regular basis. This allows managers to catch any potential problems before they happen, and helps to increase performance by showing continued interest while providing feedback. Managers should work with personnel to set clear, realistic goals based on performance expectations.

              Coach each individual: Although some employees share certain characteristics and skills, they are individuals. It is important for managers to remember that one size does not fit all. Each employee possesses unique qualities. The better a manager understands each person, the more effective the coaching and the results.

               

              Implementing coaching-based performance management: Good performance rarely happens by accident. Coaching-based performance management provides key insights about each employee, and shows them how to leverage that knowledge improve performance. This methodology works because managers can use it continuously and proactively from the beginning of each employee’s career.

              Coach relationships and team dynamics: Relationships directly impact productivity, and understanding relationships improves team dynamics. Unhealthy relationships clearly undermine performance, while colleagues working together in harmony have the best chance of success. Potential conflicts need to be identified and dealt with early. Defining conflict points will enable leaders and team members to work together to avoid or solve issues.

              Coach to develop strategic workforce planning: Taking time to develop and improve your team generates leadership, and ensures future business success. The coaching that managers provide should prepare employees for leadership positions, and should align with the organisation’s mission, strategic plan, budgetary resources, and desired workforce competencies.

                For a comprehensive assessment of your 'people' needs contact us.

                GROWING PEOPLE GREAT 

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                Keeping Your Salespeople in the Game. By Chrystal Austin

                Keeping Your Salespeople in the Game. By Chrystal Austin

                Driving higher sales, more accounts, stronger customer service and better customer retention in a competitive economic environment.

                A study with Sanofi-Aventis showed an increase in sales by over $2million per month.

                How much does your organisation rely on the performance and success of your sales force?

                Keeping your sales people in the game is going to become a greater challenge in the future and will largely be affected by their ability to connect with and understand what their customers’ needs are.

                The economic market has changed drastically over the last decade, but unfortunately, most sales techniques, skills and training have failed to evolve with the market creating a threat to most companies who rely greatly on their sales people to produce required revenue for long-term sustainability

                The current buyer market has evolved into a more social one, requiring sales people who are able to connect on a deeper level with customers. This will include the ability to read and understand current and potential customers’ buying styles, personalities and behaviours at a level as never experienced or needed before.

                SANOFI-AVENTIS STUDY

                In a study conducted by Dr. Benjamin Palmer and Sue Jennings, the power and skill of emotional intelligence was demonstrated and determined to account for over $2 million increase in monthly sales.

                Sanofi-Aventis split their sales team into random control and development groups. The development group was selected to receive EQ/EI Training which lead to an increase of their overall EQ/EI by an average of 18%. The development group of 40, out-sold the control group by and average of 12% or $55,200 each totalling $R2,208,800 per month higher or better than the control group. The investment value calculated meant that for every dollar they invested in the EI training, the value earned in return was $6.

                Other companies that invest in Emotional Intelligence training who outsell their competition include companies like L’Oreal, MetLife and Amex Advisors.

                Emotional Intelligence is at the core of relationships that will give sales people the advantage when dealing with customers. Sales people who have higher competencies of Emotional Intelligence significantly outsell those who have lower capability.

                Rozell, Pettijohn and Parker explored the relationship between EI and performance in a sample of sales people and proved that it was a highly reliable predictor of performance leading to higher sales and greater customer relationships. (E.J Rozell, C.E Pettijohn & R.S Parker. Emotional Intelligence and Dispositional Affectivity as Predictors of Performance in Sales people 2006)

                With access to information, most buyers or customers have already acquired sufficient information about your products and services and aware of the solutions that you offer. They are however, expecting a unique experience that sets you apart from the competition.

                EMOTIONAL INTELLIGENCE skills training is crucial in assisting sales people close the gap between just presenting a product, to being able to really connect the with customer and adapt to offer the solution that the buyer is seeking. This is where soft skills help to produce effective and hard results.

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