For a business to be successful, hiring and maintaining the right team of people is crucial. No matter the business model and physical or intellectual assets, it is people who turn ideas into action.
Individuals with the right skills and capabilities to perform necessary roles are needed to fill gaps in an organization and achieve scale in corporate strategy. In addition, new employees need the right temperament and personality to work productively and cooperatively with existing team members. New hires must also adhere to the company vision and feel personally inspired to achieve collective goals.
Accurately assessing qualifications and personalities of employment candidates is always challenging, and relying on the intuition of interviewers often leads to hiring errors that are costly in both money and time. Utilizing a data-driven behavioral assessment such as The Predictive Index (PI) transforms the hiring process into an objective analysis of an individual’s likelihood to thrive in a desired role.
What is The Predictive Index?
The PI provides a methodology to assess different dimensions of employee behavior and, as the name implies, predicts how these characteristics impact performance in an objective, bias-free way. The assessment is administered electronically and quickly interpreted by specialized professionals, providing valuable insights that enable leaders to make smarter hiring decisions.
Roebuck Technologies can guide companies to integrate the revolutionary technique of using a scientifically proven process for hiring into business processes, beginning with understanding four significant factors that impact workplace behavior.
The four drives
Understanding the four drives that determine employee behavior, and how team members interact with others, is key to identifying and recruiting the right people.
1. Dominance
Dominance refers to a desire to exert influence on people and events. A low measure of dominance translates to a more collaborative and team-focused working style, and results in more willing acceptance of company policies. People with low dominance tend to be comfortable following through on the ideas of others and avoid individual competition.
A high measure of dominance, on the other hand, translates into an ambitious, autonomous approach to work. High dominance can push individuals toward increased levels of performance in an effort to distinguish themselves from perceived competition. Highly dominant individuals tend to handle conflict well and enjoy challenging situations but prefer autonomy in problem-solving and do not appreciate perceived outside interference.
2. Extraversion
Extraversion describes a desire for social interaction. People with low extraversion take time to build trust with others and reflect on ideas before making decisions. Low extraversion often coincides with a high level of analytical thought and imagination, which can translate into being matter-of-fact in interpersonal interaction.
Conversely, high extraversion allows individuals to connect more easily with others, tending to be outgoing and convincing in interpersonal interactions. People with high extraversion seek social acceptance and, therefore, value public recognition.
3. Patience
Patience is the desire for consistency and stability. Low patience translates into a desire for variety and opportunities for new challenges. Individuals with low patience tend to be better at adapting to new situations and juggling multiple priorities.
Individuals with high patience, on the other hand, seek the ability to work at a steady pace and avoid shifting priorities. High patience individuals prefer long-term affiliations and appreciate being recognized for loyalty.
4. Formality
Formality refers to tolerance for rules and structure. Low-formality individuals disdain rigidity and external control, preferring to work with autonomy and a degree of ambiguity. Being less formal, individuals tend to be more flexible and adaptable, and prefer to delegate detail work to others.
High-formality individuals prefer to have clarity of expectations and time to build understanding of context, which results in a tendency to be meticulous and disciplined. Highly formal individuals are uncomfortable with the possibility of error.
The C-suite function
Direct involvement from C-level executives helps build behavior assessments into company processes and policies. Buy-in from management can be obtained through a data-driven approach with the following steps:
- Compile data on existing hiring practices, particularly with regard to impact on the bottom line
- Use a behavior assessment pilot to demonstrate the benefits of alternative practices with clearly defined parameters and metrics of success
- Build a use case scenario, such as an upcoming merger, acquisition, or change in leadership
- Evaluate and report on group dynamics such as team structure, productivity, conflict, and competitive performance to demonstrate areas for improvement.
Certified talent optimization consultants at Roebuck Technologies help clients implement the valuable resources of The Predictive Index to improve hiring decisions and drive company growth.
Implementing an analytical approach through behavioral assessments is crucial to finding and retaining the right talent, and it’s a service that we can provide. Take our free behavioral assessment today to find see first-hand to see how the analysis works.
