Improving Business Performance through Better People

Decisions, Management and Engagement:  A Discussion


Predicting Performance levels for those in Specific Jobs

The recently developed capability to accurately predict whether someone will be a high, average or low performer on specific jobs is a very powerful management tool.  Increasingly,  it is one that is increasingly impacting the performance of organizations across the globe. The foundation for this capability rests in the ability to quickly profile a person's motivations, natural tendencies, preferences and attitudes along with their  knowledge and experience requirements and then relating  these to a validated job specific performance benchmark.  

 

If you can accurately predict the performance of managers and employees in thousands of different jobs,  it makes sense that this underlying data is highly causal in its impact on performance.  Indeed, thousands of organizations, small and large,  are now using Job Success Analysis profiles to make key hiring decisions because it enables them to greatly increase their success at choosing high performers.

 

Many of these organizations are taking perceptual information from tools like 360 reviews, management performance appraisals and other similar activities and mapping to these causal factors that underlie them.  The result empowers the performance management process with actionable and causal information so that a significant and lasting impact on employee performance can be made. As a result many organizations are empowering their managers with this causal information giving them powerful and effective tools and data to impact behavior, improve performance and at the same time, improve the work culture.

 

Others are using this data in management development and team building processes to ensure they have high performing teams that collaborate effectively and also demonstrate effective leadership, execution capability and appropriate decisiveness.

 

Learn more about this capability

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"The U.S. Department of Labor has estimated the costs to replace an employee to be approximately 1/3 their annual salary; but when you start looking at the impact of hiring the wrong employee and having to replace them, some studies say 2.5 times annual earnings, some 4 times and some even higher." AGILEdge