Once new hires have signed on, smart employers are using their assessment data to help manage their new talent.
At Naylor LLC, vice president of HR Chip Sharkey shares assessment results with managers so they have a more complete perspective about their new report.
“This data is invaluable because you learn things you probably wouldn’t figure out until 6 months later,” he says. For example, the firm once hired someone with a “low precise score” for a marketing job that required high attention to detail. “However, the candidate was otherwise a good fit for the job and Naylor. In that case, we taught the person to do those tasks more effectively — because everything’s learnable and behaviour is shapeable. The person was successful because we were able to address the gaps at the outset.”
The Harrison Assessment tool used by Naylor provides reports on how to manage and retain people based on their preferences. “If someone needs a lot of positive personal reinforcement, we know we’ll get more out of them if we pat them on the back a lot,” says Sharkey.
Similarly, at Wells Fargo Financial Canada, HR manager Rhys Spencer uses predictive index findings to help managers get to know new reports. “It helps us figure out how someone ticks so we can manage them properly. If the person likes learning by example, we’re not going to stick him a corner with a technical manual.”
Duff McCutcheon is a communications specialist t the Human Resources Professional Association (HRPA). www.hrpa.ca