Behavioral Assessments Work

By: Andrew Day, April 17, 2018

Recently I read an opinion piece that decried the use of behavioral/personality assessments in the workplace. It highlighted many of the same concerns that have appeared in similar articles I have come across throughout my career. Chief among these concerns is that personality assessments are just not that predictive of work performance. However, the evidence disagrees with this belief. The conclusion from a 2005 review of research by Ones, Viswesvaran, & Dilchert sums things up nicely:

“The operational validities for compound personality variables are in the .40s. Such a level of validity places these personality constructs among our best predictors and best explanatory variables in IWO psychology. Similarly, the Big Five as a set produce operational validities in the .30s and .40s for a range of important criteria. These conclusions are supported by more than two dozen meta-analyses, incorporating thousands of individual studies, spanning decades of research. They explain and predict human behavior in general, and employee behavior in particular. Any assertion to the contrary demands extensive and comparable evidence that critics have so far been unable to provide!”

The full review article goes into more depth on different aspects of research relevant to personality assessment. The bottom line though is proper use of well-constructed behavioral/personality assessments helps hire the right people that positively impact organizational objectives.

Ones, D. S., Viswesvaran, C., & Dilchert, S. (2005). Personality at work: Raising awareness and correcting misconceptions. Human Performance. 18(4), 389-404.

Adapting to Labor Market Changes

By: Todd Young, March 29, 2018

The growing demand for talent is forcing organizations to re-think how they acquire talent. In certain sectors, the pressures of scarce talent create a vulnerability to the organization that isn’t well prepared to deal with the demands of acquiring talent in tight labor markets. The natural reaction is to cut corners to alleviate the pressure, resulting in an organization making an offer before the candidate accepts another opportunity. While corner cutting might satisfy the short term demands of filling the opening, it will likely only prolong the cycle of turnover due to circumventing the vetting process.

For an organization to be well prepared to adapt to a shorter talent acquisition cycle, it must find ways to overcome the “data deficit” that results from less interviewing time or another opportunity cost of trimming down the time you allow to make a hire. Over half of talent professionals and hiring managers say new interview tools or mechanisms are a top trend in how they hire. However, prior to the current labor demands, almost two-thirds of those professionals couldn’t effectively assess a candidate’s soft skills. With all these factors in play, organizations are going to quickly see a performance gap develop within critical positions which will impact productivity and other financial metrics in which we measure success.

Even though the labor market may dictate the speed in which you must acquire talent to remain competitive, simply filling the opening is not going to get you very far. You still must gather information, but instead of relying on the interview as the source of that information, find ways to gather it before the interview is conducted. Many organizations are leveraging objective assessments which are often able to be integrated into the initial application process. These tools offer depths of intelligence related to soft skills and suggestions of targeted behavioral interview questions to probe during the interview.

In the end, you must still gather the same amount of intelligence to make the best hiring decision. Increasing pressure of a tight labor doesn’t mean that you have to forgo valuable information which helps you make the best decision. Leveraging technology and an adaptable approach to how you are sourcing, interviewing and selecting your next hire can make the difference between having a cutting-edge hiring strategy that keeps you ahead of the game (and your competitors) and one that is simply reacting to labor forces that will only perpetuate the turnover cycle.

Come have a chat with our consultants today, and let them show you how to get the jump on the labor market demands.

How Will You Break Through?

By: Evan Tabar, March 27, 2018

We know Breakthroughs take determination, hard work, discipline and trust, which is why at The Devine Group we measure competencies like Ambition & Drive, Takes Action, Positive Outlook and more! At the Sandler Annual Sales and Leadership Summit, we had the opportunity to acknowledge the outstanding efforts of Devine award winners! We applaud their success and hope their results will inspire leaders to discover how Devine assessments and talent analytic tools help to create opportunities and to provide organizations with the competitive advantages needed for greater success.

To learn how you can break through, 

Take a look at our award winners:

Revenue Performance Group, LLC – 2017 Global Top Producer: Matt Benelli (pictured), Mike Myers & Colum Lundt
Neuberger & Company – 2017 Top Producer Mid-Atlantic Region: Sarah Solberg (pictured) accepted the award for Matthew Neuberger
Dunn Enterprises – 2017 Top Producer Southern Region: Jim & Tessa Dunn (pictured)
Market Sense, Inc. – 2017 Top Producer South Central Region: Linda Scheible (pictured) accepted the award for Karl Scheible
Gerry Weinberg & Associates, Inc. – 2017 Top Producer Great Lakes Region: Alana Nicol (picured) accepted the award for Gerry Weinberg
Stark and Associates, Inc. – 2017 Top Producer North Central Region: J.B. Andrews (pictured)
CrossRoads, Inc. – 2017 Top Producer Western Region: Jim & Joan Stephens (pictured)
Sandler Training ISC – 2017 Top Producer Canada: John & Lucy Glennon (pictured)
Sandler Training Dan Macias – 2017 Top Producer International and 2017 Rookie of the Year: Dan Macias and Teresa (Prieto) Macias (pictured)
Sandler Training McCreadie – 2017 Top Producer UK: Andy McCreadie (pictured)
Corporate Strategies & Solutions – 2017 Golden Globe Award: Bill Bartlett (pictured)
Sandler Training Chicago & Northbrook – 2017 Golden Globe Award: Jody Williamson (pictured)
Lynn McInturf Associates, Inc. – 2017 Golden Globe Award: Lynn McInturf (pictured)

The Kids Are All Right

By: Elise Lotz, March 15, 2018

Yes, this is another piece on the new generations and how the workplace dynamic is shifting as Baby Boomers retire and the next in line slowly take hold of the reigns. But it’s not what you’re expecting – there’s nothing to be found here about who’s right and who’s wrong, and why we kids just can’t get any respect. This may be written by a Millennial, but I assure you every word in this piece affects each individual in the workforce, regardless of age, creed or race.

As it is currently, about 20% of Millennials hold leadership positions, a number that is expected to rapidly grow. With this also comes new styles of leaderships. As opposed to their predecessors, Millennials are known to carry very strong convictions but remain timid in their interactions. They value feedback, ethics, flexibility and values. In my humble opinion, the vast majority of organizations could stand to use more of these principles, but that doesn’t necessarily mean it’s right for everyone to overhaul how they run their business. It’s key to find the right leaders and identify the best fit for the organization so you can be as prepared as possible when the leadership change happens, knowing (with impending change or not) you placed responsibility into the right hands.

How then can you decide – relatively objectively – who is the proper candidate to serve in a position of leadership? You can let a variety of assessments do the work for you. The Devine Group offers hiring, development and succession plan assessment technology that allows you to create the ideal candidate profile, and evaluate how well current or prospective employees match what you’re looking for. As our solutions span the employee life cycle, we can assist in your search for new candidates, develop the team members you currently have and assist in planning for the future of your organization that’s no longer very distant.

Stepping into the unknown and allowing those that come after you to have control can be a little unnerving – but only to the unprepared.

Are Your Interviewers Losing Their Edge?

By: Joe Koczwara, March 1, 2018

There’s an endless supply of articles online geared at helping job candidates perform perfectly at a job interview. They cover topics such as interview questions and answers, body language tips, and personal experiences from people who’ve interviewed at that same exact company for the same exact position. With all this information disseminated on the world wide web, it’s almost impossible for a candidate with the right professional experience to be ill-prepared for an interview. But what happens when it isn’t the interviewee who is ill-prepared, but the interviewer? It can leave companies at a loss when then can identify that there’s an issue securing top talent, but not the reason why.

According to Pew Research Center, millennials aged 18-33, are on their way to being the most educated generation, and with that comes many advantages. For example, consider the University of Cincinnati. They pride themselves on preparing students for the workforce with their cooperative job placement and internship programs. This strategy ensures that each student, at the least, has interned in their field of study for one semester. At the most, students could have spent three rotating semesters working full time at different organizations. They aren’t granted these positions, but instead have to acquire them based on merit and a successful interview.

Programs like these not only prepare students to be professionals, nor does it just give them a competitive edge, but provides them with a lifetime skill set that allows them to identify what type of company they want to work for, simply based off research and an interview. It’s important to remember that interviews provide a chance for job candidates and organizations to find their best match.

So, if job candidates can scour the internet to learn how to ace an interview, where can organizations and their interview team go? To gain essential skills needed to conduct a good interview consider using InterviewRight, an interactive web-based training program designed to prepare HR teams and managerial-level employees to conduct high-quality interviews. By making this a priority, organizations can be well prepared to conduct a successful and efficient interview. For more information regarding InterviewRight or any other product we offer, contact us.