Talent Assessments Around the World

By: Andrew Day, March 20, 2014

People doing business on the international stage are aware that business is conducted differently in every country. If international business is to be successful, it is critical to develop a thorough understanding of the culture, values, and interpersonal norms that impact the workplaces of foreign colleagues. This same level of thought needs to be applied to assessment solutions used to identify and manage talent in different countries.

Although a job role may have the same title and similar objectives across the globe, the ways in which people achieve results in different localities can vary. The critical behaviors and competencies measured by an assessment needs to account for those differences. For instance, the type of sales approach that works well in the United States may be too aggressive for cultural norms in other parts of the world. If an assessment based on US sales behaviors is transported to a different part of the world without due consideration of these differences, the people hired abroad will not deliver the expected results.

When using assessments in different countries, key considerations include:

  • Avoid Assumptions – As mentioned above, do not assume that jobs are the same everywhere. Also, do not make assumptions about differences based on country stereotypes. Instead, follow best practices for assessments and analyze the job itself. Treating a new location as a new job will provide detailed information so that the assessment can be designed to measure the critical behaviors for top talent.
  • Utilize Local Resources – Identify subject matter experts who are part of the local culture and knowledgeable about how businesses operate. These experts will have first-hand insights and can help successfully design and implement appropriate assessments.
  • Use the Right Language – Translating an assessment into the local language may seem like an obvious step, but it must be done correctly. To ensure the quality of the assessment is preserved, a precise methodology of translation should be followed. Mistranslation and colloquialisms can impact the reliability and validity of an assessment, leading to poor conclusions and loss of ROI.

Choosing solutions that help objectively identify and manage talent are important no matter where business is conducted. Applying a knowledgeable understanding of differences that impacts assessments will ensure that talent measures are aligned to achieve business objectives in all areas of the world.

The Importance of Hiring the Right Hourly Employees

By: Joe Koczwara, March 17, 2014

With talk of government raising the minimum wage, it is imperative for employers to hire the best possible people the first time. The return on investment in terms of talent needs to increase to compensate for potentially higher costs of doing business. And as always, hiring right the first time is simply smart business. To help companies accomplish these objectives, the Devine Group has developed the Devine Hourly Selection assessment.

The Devine Hourly Selection combines the four dimensions of an hourly role that most employers are looking for:

  1. Dependability & Work Quality

Measures reliability in attendance and punctuality, the propensity to complete assigned responsibilities to satisfaction, and the ability to follow through on commitments.

  1. Interpersonal Skills

Measures cooperation and responsiveness to the needs of co-workers and team members. It also measures a person’s level of courtesy and respectfulness when dealing with others.

  1. Principled Conduct

Measures the propensity to follow rules, code of conduct in the workplace, and honest and ethical behavior.

  1. Retention

Measures the likelihood of a worker to stay with your organization long term, and his or her level of commitment to the job.

The Devine Hourly Selection combines these four critical dimensions into one assessment tool to provide the best read on a candidate. It takes approximately 10 minutes for applicants to complete the assessment. The results will reveal anticipated work ethic, customer service orientation and potential risk factors—important information to have before hiring anyone.

What Your Hiring Process Says About Your Brand

By: Julie Johnson, March 12, 2014

Globalization has transformed the overall employment picture. Many jobs that existed even as recently as 10-15 years ago have vanished.  This has created intense competition for talent in critical skills areas.  To put this transformation into perspective, when Tom Friedman penned his bestseller “The World is Flat” in 2003, Google was a VC (venture capital) backed start-up, the iPhone and iPad were in someone’s imagination at Apple and Facebook did not even exist!  The velocity of change continues at a break-neck pace. It is almost a given that as hiring continues to pick up, the competition for the best and brightest talent will intensify.

What does this mean for employers? A lot! How you recruit and treat prospective employees directly affects your ability to compete. And, how you go about attracting talent makes a statement about who you are.  In essence, it defines your brand.

Despite the many vehicles available to positively showcase your brand, employee/employer branding is often overlooked when trying to source new talent. Cloud-based applications have made recruiting efforts more efficient.  Applicant tracking systems (ATS) have become a standard at most larger enterprise companies and are deploying rapidly in the mid-market.  The emergence of newer technologies such as video interviewing and the growing use of social media (LinkedIn, Twitter, and Facebook) continue to impact how organizations connect with talent.

With all of these emerging factors, organizations must be acutely aware of how the use of recruiting technologies exhibits your company’s brand.

Succession Planning Increases Company Profit

By: Julie Johnson, March 8, 2014

Vacant positions are a drain on a business at any level, but when you think of vacancies in high-level positions, they are disastrous. This dilemma is avoidable through careful planning.  My favorite quote about planning is straight to the point, “If you fail to plan, you plan to fail,” by Benjamin Franklin.  Careful planning will help drive your business forward and help you avoid lengthy vacancies at important leadership levels.  An improving economy is helping Human Resource Professionals focus on succession planning.  55% of organizations responding to a SHRM workplace forecast survey, released this month, will put greater emphasis on succession planning, readying their people for continued organizational success.

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