The Hayward Group is currently developing a new assessment program, which will allow clients to compare candidates to high-performers in a target role. We’re hoping that you and your team would be interested in participating, by taking part in a short assessment.
Afterwards, we will provide feedback on the most significant findings for your team (e.g., common attributes for your staff and high-performers), and send you a white paper that will include results from all participating organizations.
If interested in completing the assessment, or having your team take part, please contact Chad Hayward at firstname.lastname@example.org.
A few details…
Since 2006, The Hayward Group has focused on helping clients make more informed talent management decisions, primarily using competency-based assessments to evaluate behaviour and abilities. This has included using ability tests, personality questionnaires, structured interviews, 360s and a range of other methods to explore qualities deemed critical to success (e.g., problem solving, communication, strategic thinking). The results have been used to help clients make hiring decisions, create targeted development plans, and identify candidates for promotion and succession.
Starting in 2018, we will be offering a more holistic service that provides a wider range of information on candidate performance, fit, and potential. This includes:
- Work experience, including a “Loyalty Factor” that reflects how likely they are to invest in a long-term career with the organization.
- Technical expertise across a range of standard job tasks, helping confirm that candidates have specific capabilities required for the position (e.g., HRM systems, total compensation, HR policy).
- Problem-solving abilities, using job-related content (e.g., numerical reasoning tests that include reviewing budgets and financials).
- Behavioural style and personality, including the benefits and potential risks of significant scores.
- Improved methods to explore and verify candidate background and assessment results.
- Standardized reporting based on O*Net titles and descriptions, and the North American Industry Classification System (NAICS), which will allow for more targeted assessments and industry comparisons.
Perhaps most helpful is that we can now generate group reports to determine not just what a candidate does well, but also how they compare to the current team and to high performers in similar roles and industries. For example, instead of simply determining that a candidate “plans ahead”, we can compare their planning skills to high-performers in the role (and determine how important planning actually is to job success).
In order to create these profiles, we need to gather information on employees in target roles, using a combination of assessments and verification methods. We will then collate all results to identify the most common and significant attributes of performance, and provide any participating clients with a report on what makes high-performers so successful.
A Mini Case Study...
The inspiration for these new group reports was a manufacturing client who contracted us to recruit new employees for their sales team. During our standard Needs Evaluation, they indicated that they needed ambitious and persuasive sales candidates, who could handle a great deal of change and would strive to build new business (i.e., “hunters”). This made sense, considering a typical sales position in most organizations.
However, after initials misses, we partnered with them to create a group report that would include assessment results for their top sales reps, to determine whether we were looking for the right type of candidate. The results were interesting and somewhat surprising.
Despite feeling that they needed “hunters” to drive sales, the company’s top sales reps were actually not particularly ambitious, persuasive, or change-oriented (in fact, they preferred routine). They were socially confident, but they were more collaborative than competitive, more tactful than outspoken, and preferred following instruction rather than taking the lead. They were good listeners and problem-solvers, much more focused on customer service than on aggressively driving business, which actually led to better sales numbers in that particular company.
*Also interesting is that the group comparison report revealed that stress management and resilience were critical to success. This led the company to conduct an engagement survey that revealed stressful environmental factors that were leading to burnout, and suggestions from staff on how to improve the workplace.
Again, if interested in completing the assessment, or having your team take part, please contact Chad Hayward at email@example.com.