You want employees who are dependable
1998, absenteeism cost employers $757 per employee,
according to a report in USA
TODAY. This was the direct cost reported by a survey of
human resource professionals
and does not include the cost of hiring others or paying
overtime to perform the work of absent employees.
You can be held liable for employees' behavior on and off
You must know the nature of the people you hire because
their criminal behavior could cost your business millions
of dollars. Every time you hire without practicing due
diligence, you may be accepting liability for their
actions - even when they are "off the clock."
You can be sued for illegal discrimination
the absence of objective data, how can you demonstrate a
hiring/promotion decision was made objectively, without
discrimination because of gender, race, religion, etc.
Résumé writers write great fiction
In a survey of recent college graduates, 95% said they
would be willing to make a false statement in their
résumés in order to get a job. Forty-one percent admitted
they had already done so, according to a report in
Nation's Business (May, 1999).
Testing is acceptable, even expected
reported in Molding Systems (May, 1999, v57 i5
p56(1)), a survey found that 92% of job applicants accept
testing as part of the job qualification process. Only 3%
resent it, while 5% were neutral.
Assessments offer a solution
Historically, employers depend upon résumés, references
and interviews as sources of information for making hiring
decisions. In practice, these sources have proved
inadequate for consistently selecting good employees. When
training employees, a "one size fits all" approach has
failed to provide the desired results. When selecting
people for promotion, otherwise excellent employees have
too often been miscast into roles they could not perform
Clearly, an essential ingredient for making "people
decisions" has been missing from the formula.
use of assessments has become essential to employers who
use of assessments has resulted in extraordinary increases
in productivity while reducing employee relations
problems, employee turnover, stress, tension, conflict and
overall human resources expenses.
factors contribute to the failure of traditional hiring
methods. Résumés often contain false claims of education
and experience while omitting information that would help
employers make better hiring decisions. Business
references are of little value because most past-employers
will tell you nothing but "name, rank and serial number."
These realities are the reason interviews have become the
most influential factor in hiring and promotion decisions.
However, experience shows only a coincidental correlation
between the ability to deliver well in an interview and to
deliver well on the job. Studies peg this correlation at
14% -- one good employee in every seven hires. Even
background checks don't help much. The success rate
becomes 26%, but that's only one good hire in every four.
Unfortunately, many employers have accepted these poor
results and the high cost of excessive turnover as a
business reality. They have flown the white flag of
Don't Surrender! Assessments do help significantly
Assessing behavioral traits improved the hiring success
rate to 38%.
both thinking abilities and behavioral traits are
assessed, the right people are hired 54% of the time. When
an assessment of occupational interests is added,
successful results improve to 66%.
most impressive results are achieved, however, when an
integrated assessment is used - one that measures
behavioral traits, thinking, occupational interests, plus
These integrated assessments employ cutting-edge
technology and empirical data to
assess the qualities of "The Total Person." In doing so,
the individual qualities of candidates are compared to the
qualities of employees who performing their duties in a
superior manner. These 21st Century assessments
successfully identify potentially excellent employees
better than 75% of the time.
Job Match outranks all other factors
A well-documented study, published in Harvard Business
Review concludes that "Job Match" is by far the most
reliable predictor of effectiveness on the job. The study
considered many factors including the age, sex, race,
education and experience of approximately 300,000
subjects. It evaluated their job performance and found no
significant statistical differences, except in the area of
"Job Match." The conclusion: "It's not experience that
counts or college degrees or other accepted factors;
success hinges on a fit with the job."
only reliable method for evaluating "Job Match" is with a
properly designed assessment instrument, capable of
measuring the essential job-related characteristics
particular to each specific job. Profiles International
has assessments designed for this purpose.
information and pricing, please contact us by
email or call