Businesses have two kinds of problems, systems problems and people problems. Systems problems are easy to identify and fix. People problems are not. Soon you will discover innovative breakthroughs in understanding and developing people and why they do what they do.

Everyday in countless businesses, businesses very much like yours, sales managers discover sales people who cannot sell. Customer Service departments discover representatives that frustrate customers.

 
Quality programs discover people who cannot produce quality products. Senior executives discover managers who cannot manage, and empowered work teams discover team members incapable of team work.

 
The tragedy is many businesses come to believe that such things are normal. They shake their heads and say that’s the nature of our industry. Perhaps it’s time for a different insight into the problem.

Businesses have three opportunities to impact the performance of their people. The first is during the selection process, if non performers can be screened out, the savings are dramatic in comparison to the minimal cost involved.

Unfortunately if the wrong person is hired, the next opportunity to effect performance cost considerably more because it’s after the individual is inside the company. Managers and supervisors must spend valuable time providing extra training to marginal employees, instead of investing their time in top performers, who generate most of the company’s profits. Often outside consultants are retained, in hopes that the situation can be improved. Too many times, these efforts prove unsatisfactory and only end up consuming more time and money.

Occasionally, elaborate incentive plans or bonuses are established and aimed at motivating employees. Typically, these efforts are much more successful increasing the performance of top people, rather than stimulating marginal employees. If these internal solutions fail to generate the desired results, the business is left with the last alternative and indeed the most costly- that of exiting the employee from the business or department. Now, all of that time, energy, and money invested in that individual leaves with them, and the process to replace them must start over.

W. Edwards Deming said, "if a person is not performing as expected, it is probably because they are miscast for the job." Deming‘s statement focuses the spotlight squarely on the selection process as being the most critical opportunity to take charge of the companies performance.

Did you ever have an employee who, knowing the importance of customer service, repeatedly frustrated customers? That’s Job Fit. Did you ever have a sales person who worked hard and never sold very much? That’s Job Fit. Did you ever work beside someone who wasn’t interested in being there? That’s Job Fit.

The challenge to businesses is that Job Fit can only be determined through the use of Assessment instruments, and until recently, the majority of those available were woefully inadequate. The information provided, while interesting, often tended to be generalized and lacked qualified, objective, and accurate data for serious decision making.

We have developed an assessment, designed specifically for business, meeting all legal requirements and guidelines. In fact, consistent use of our assessment program can assist in documenting objective and non discriminatory hiring practices. Our tools are multicultural and validated for today’s diverse workforce. Additionally, our assessments are validated to be effective with English as a second language, and are also available in numerous dialects.

Our system allows companies to benchmark positions and to develop patterns defining the core competencies necessary for selecting top performers.
And what does our assessment system actually measure? Expected learning success, reasoning and problem solving potential, endurance and capacity for a fast pace, taking charge of people and situations, people-oriented, manageability, following policies, work within the rules, positive attitude, making decisions, cooperative and agreeable, team person, self-reliant, self-directed, persuasive, organized, creative thinking, and much more. From Profiling Assessments to Customer Service and Sales Assessments, our system can be easily incorporated into your current operations.

Below:  The Solution

		Profile XT The Profile XT™ through its innovative Job Fit™ technology, measures essential data an employer needs to make better hiring, training, managing, and promoting decisions. The Profile XT™ employs advanced online technology that predicts job suitability and accurately matches people with the work they do.
Technical Specs:
Solves These Challenges: Deciding Who to Promote, Hiring Employees with Low Productivity, High Employee Turnover, Ineffective Training, Poor Communication, Organizational Identity Confusion, Interdepartmental Conflict, Profitability Issues Used For: Placement, Promotion Fit, Succession Planning, Coaching, and Self Improvement Measures: Thinking and Reasoning, Occupational Interests, and Behavioral Traits Areas Measured: Learning Index, Verbal Skill, Verbal Reasoning, Numerical Ability, Numeric Reasoning, Energy Level, Assertiveness, Sociability, Manageability, Attitude, Decisiveness, Accommodating, Independence, Objective Judgment, Enterprising, Financial, People Service, Creative, Technical, Mechanical
Time to Take: 50 minutes Administration:                 Online or Pencil / Paper Report Types: 7 Different Reports Results Turnaround:   Immediately
More about the Profile XT here. Have a question?  Ask us.

	Michael R. Teakell, SPHR, HR Manager, Superior Energy Service     "At one point we had a turnover rate of 40 percent. With the aid of the Profile XT and the Step One Survey assessment, we've reduced turnover to 29 percent. Based on the cost of replacing an employee, we have more than paid for the assessments."

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