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Today’s Challenge:
For years businesses have attempted to analyze top performers and establish criteria on which to base future selection decisions. In some jobs and some organizations, some success has been demonstrated. However, many attempts to clearly identify superior performance criteria missed the mark for a few or all of the following reasons:
People are very complex and bring many more variables to the job than can be
- measured: Knowledge, Ways of Valuing, Hard skills, Behavior.
- Identifying top performers in many organizations is a personality contest.
- Top performers in one company would only be average if placed in the same job at another company.
- Mastery of skills not needed for superior job performance could be included as requirements by biased people.
- Jobs today are more complex than in the past - more intangible - and lend themselves to less tangible evidence of performance.
- Businesses must stop benchmarking people. Businesses must benchmark THE JOB. If the job could talk, it would clearly identify its performance issues: Knowledge, Hard Skills, Behavior, Rewards/Culture, Personal Skills.
Of course, jobs cannot talk so we must use people to analyze the jobs. Our research proves people are biased, and, thus, we must have a system to either eliminate or reduce the biased opinions on performance criteria. Most people hired by the interview process are hired by the heart, not the head. Businesses today need a complete system that will take them from recruiting and selecting talent, to retaining and developing talent.
The cost involved with hiring the wrong talent is three times the annual salary, plus:
Cost of lost knowledge, skills and contacts
- Cost of lost departmental productivity
- When listening to the job talk, there are three distinct voices.
These voices are:
- How the job should be done
- How we would like to do the job
- How we currently do the job
To benchmark any job, we should listen to only one voice — how the job SHOULD be done. Benchmarking the job will set a higher standard than benchmarking a "C-grade" team of current performers. Higher standards lead to a development plan for everyone.
Everyone needs continuous improvement and, thus, a goal as we work to achieve maximum performance. Commitment and accountability are two key words today. When the job requirements are identified, people can be compared against the standard. After the comparison, they can be asked to commit to improve in very specific areas. When they have committed to improving, holding them accountable is easy.
SUMMARY
Old ways are not meeting our current needs
- Superior performance is a must for most businesses to survive
- We need a complete system
- You must start with the job
Overview of the TriMetrix™ System
The TriMetrix™ System is an objective, easy-to-understand process for benchmarking any position within an organization. It also provides a straightforward method for comparing a person or group of people to that benchmark.
THE JOB
The title "TriMetrix" provides insight into the process by which the system evaluates a job across three separate indices. These are:
1. Attributes that a job requires for successful performance.
2. Values that a specific job rewards.
3. Behavioral traits that a job demands.
Put another way, this system provides answers to the following questions:
- What personal talents does this job require?
- What does this job reinforce or reward?
- What behaviors are necessary for success in this job?
THE TALENT
The second portion of the system is a matching talent assessment that compares a person's talents, behaviors and values to those that the job requires. In order to do this a person will complete an integrated survey combining three assessments:
- Attribute Index™
- Motivation Insights™
- Style Insights™
THE COMPARISON OF JOBS TO TALENT
The third element is the comparison report that will compare a person or group against the exact attributes, rewards/culture and behaviors that the job requires. This comparison is invaluable because it reveals a one-to-one, item-by-item objective comparison of the job's requirements and the person's talents. This comparative information can be used for screening, hiring, training, coaching, succession planning, performance management and appraisals, plus a host of other applications.
PROVEN ASSESSMENTS
The TriMetrix™ System Job Reports use validated assessments to identify critical factors in three distinct sections that specifically contribute to superior job performance.
Section 1 analyzes attributes (people skills),
Section 2 analyzes the rewards/culture of the job, and
Section 3 analyzes the behavior required most for superior job performance.
The TriMetrix™ Personal Talent Reports have three sections that use validated assessments totally compatible with the TriMetrix™ Job Reports. Therefore, we have a complete system grounded in research. Specific knowledge, hard skills, and industry experience can be required for superior performance; however, the TriMetrix System does not assess these areas. With today's competitive environment, business managers must have a talent management system that will stand the test of time. Organizations can no longer afford the heavy costs of random and ineffective hiring methods. They must benchmark each job and clearly identify the talent required for superior performance.
WHAT TRIMETRIX MEASURES
The TriMetrix System measures 37 distinct factors consisting of:
- 23 Attributes
- 6 Rewards/Culture
- 8 Behavioral Traits
Talent Selection—
Comparing Candidates to Job Benchmark
OVERVIEW
Comparing job candidates to the job benchmark is where "opportunity and talent meet." The job benchmark created in the previous section represents an ideal, or the ultimate level of performance. Now it is appropriate to take the benchmark and compare it to current performers of the job. This process will reveal more information and perhaps some unexpected facts on performance criteria.
We need to approach this part of the process as a detective. Go in knowing nothing and let the graphs and numbers spell it out.
OBJECTIVES
When you complete this section you should be able to:
Compare top/bottom performers to the job benchmark
- Confirm the job’s critical factors
- Identify development requirements
- Establish selection strategy and process
COMPARE TOP AND BOTTOM PERFORMERS TO JOB BENCHMARK
Now that Challenge has the ideal job benchmark, the next step is to have the top and bottom current performers of the job respond to the TriMetrix™ Personal Talent assessment.
The TriMetrix Personal Talent questionnaire consists of three distinct sections, which relate directly to the TriMetrix Job Reports:
1. Attribute Index™ (Job Attributes)
2. Motivation Insights™ (Attitudes)
3. Style Insights™ (Behaviors)
These reports will need to be analyzed for their differences to determine whether or not the top performers consistently bring something to the job that the bottom performers do not and vice versa.
PERSONAL TALENT REPORT CHOICES
There are three versions of the TriMetrix Talent Reports:
1. Personal Talent Report (sample included)
- 2. Personal Talent Plus Report
- 3.Job Plus/Talent Comparison Report (sample included)
All these reports graphically list the resulting hierarchy within each of the three sections (attributes, rewards/culture, behavioral traits).
Ranked on a scale of 1-10, each section reflects a unique hierarchy of personal talent. These rankings illustrate overall what is essential for the individual to deliver superior performance and maximum value to the organization. In addition to the above rankings, the Personal Talent Plus Report adds feedback on each of the top 7 Attributes.
These are explained in detail and each of the outcomes of the Attributes is clearly defined. This will assist Challenge in understanding the type and kind of Attributes (people talents) that the individual brings to the job.
The Personal Talent Plus Report also includes the Rewards/Culture hierarchy feedback for the top 3 areas, expanding on the fact that every individual has a desire to work within a particular culture. Behavioral hierarchy feedback for the top 3 areas is also included in the Personal Talent Plus Report. This section clarifies the nature of the behavioral traits the individual possesses.
The Job Plus Talent Comparison Report compares from one to up to five Personal Talent or Personal Talent Plus Reports to one Job Benchmark containing the 23 Job Attributes, 6 Rewards/Culture and 8 Behavioral Hierarchy factors. This report also gives feedback on the top 7 Attributes, top 3 Rewards/Culture and top 3 Behavioral Hierarchy.
ESTABLISH SELECTION STRATEGY AND PROCESS
With all the job data and current performers’ information documented, Challenge will have developed the portion of a candidate selection strategy that is solidly based on an objective benchmark of the job itself.
Many factors remain to be accounted for by your client in completing the selection process, for example:
Hard/technical skills
Specific industry knowledge
Experience
These are factors that the TriMetrix job benchmark will not have covered. It is important that all such factors applicable to the job in question be included in the selection process, defined and documented for consistent use with each candidate if applicable to this hiring process.
Implementation of a thorough, objective and consistently applied assessment process - based first and foremost on a valid job benchmark – is the cornerstone of effective recruiting, selection, development and retention, reference checks, etc.
SUMMARY
In this section we discussed the following:
Comparing top/bottom performers to job benchmark
Confirming the job's critical factors
Identifying development requirements
Establishing the selection strategy and process
APPENDIX
JOB RELATED ATTRIBUTES
23 Job Related Attributes encompass 47 total Attributes. Following is a listing of how this breaks down.
1. Accountability for Others
2. Conceptual Thinking
3. Conflict Management
- Internal Self Control
- Correcting Others
- Problem Solving
- Sensitivity to Others
4. Continuous Learning
- Self Improvement
- Personal Drive
5. Customer Focus
- Evaluating What is Said
- Understanding Attitude
- Freedom from Prejudices
6. Decision Making
- Conceptual Thinking
- Theoretical Problem Solving
- Role Confidence
- Balanced Decision Making
7. Developing Others
8. Diplomacy and Tact
- Human Awareness
- Balanced Decision Making
- Freedom From Prejudices
- Emotional Control
9. Empathetic Outlook
10. Flexibility
- Self Direction
- Integrative Ability
- Creativity
11. Goal Achievement
- Results Orientation
- Realistic Personal Goal Setting
- Project and Goal Focus
- Persistence
12. Influencing Others
- Empathetic Outlook
- Conveying Role Value
- Gaining Commitment
- Understanding Motivational Needs
13. Interpersonal Skills
- Empathetic Outlook
- Personal Relationships
- Emotional Control
14. Leading Others
15. Planning and Organizing
- Long Range Planning
- Concrete Organizing
- Proactive Thinking
- Following Directions
16. Problem Solving
17. Resiliency
- Persistence
- Handling Rejection
- Initiative
18. Results Orientation
19. Self Management
20. Self Starting Ability
21. Teamwork
- Surrendering Control
- Relating to Others
- Sense of Belonging
- Sensitivity to Others
22. Taking Responsibility/Personal Accountability
23. Objective Listening/Evaluating What is Said
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