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Testimonials

"With Right-Hire's Assessment and thorough analysis, we have finally identified the root of our culture difficulty and the concrete steps we need to change it."

- Deputy CFO, NASA Ames Research Center
 
"I can't believe this one assessment can solve so many development needs. Powerful! My team functions at levels I never thought possible. Thanks Right-Hire!"

- Manager, Kaiser Permanente
 
"The depth of the Right-Hire Assessment has allowed me to really leverage my strengths and improve my career options."

- Project Manager, Extreme Networks
 
"The Team Assessment and Analysis I have received in working with Right-Hire has been amazing. It provides us insight like no other process. It has opened up so many possibilities and really allowed us to capitalize on our strengths."

- Sr. Director, Seagate Technology


High Impact Hiring:
Our Talent Benchmarking Process


The ability to measure the following four data points is unique to our Right-Hire Assessment Technology. This assessment can measure the following four critical areas:

Real Talent
Access to talent
Attitude
Skills & Competencies

We can also answer three of your
most critical hiring questions:

Can they perform the job?
Will they perform the job?
Will they perform the job for us, in our unique culture?

With this process, you will also get an online guide with customized interview suggestions for each person's assessment results. We also provide individual and team debriefs complete with action plans for implementation.

Click here to view a case study, and see an example of how our benchmarking process recently saved one company 20% on their cost per hire.

How would a 20% savings
improve your bottom line?

Click here to learn more about The Benefits of Benchmarking

"After receiving and utilizing the new report that we have now adopted worldwide in our recruitment and selection process, we want to thank you for your expertise and patience as you developed a customized tool that meets our needs so well...

We especially appreciated your positive approach, flexibility and determination which did not waver throughout the process... We have every confidence that we will be making wiser hiring decisions throughout our network."

- Joy Roark, Director of Recruitment, HCCA



Benefits of Benchmarking

How many times have you lost yet another employee that took months to train, was never really successful, and was extremely high priced and costly to hire in the first place?

How many times have you hired Sales People who couldn't close a deal, or Customer Service Reps who actually didn't even LIKE the customer?

Companies lose Millions of dollars on bad hiring choices each year. Until now the process for screening and hiring talent has been largely subjective, utilizing mainly self-report instruments such as the DISC, or Myers Briggs.
At Right-Hire we say, "Who cares if someone is an introvert or extrovert?

We know that you want to know three things when you hire an employee:

Can they perform the job?
Will they perform the job?
Will they perform the job for us,
in our unique culture?

Right-Hire's Talent Benchmarking Process allows you to:
  • Screen each candidate for the differentiating characteristics of the successful performers in your company
  • Avoid hiring the wrong people in the first place
  • Reduce training and development costs associated with "fixing" people and start developing people for leadership and succession planning
  • Target development of low performers more precisely
  • Change your culture to a culture of excellence
Right-Hire's data driven Talent Benchmarking Process gives you a detailed picture of the differences between top and bottom performers. Specifically, our assessment process allows us to precisely pinpoint the differentiating characteristics that make your top performers succeed as well as the problems that make your bottom performers fail. This data is critical to making crucial hiring decisions.

Click here to learn more about how our Talent Benchmarking Process works



How Our Talent Benchmarking Process Works

Our Talent Benchmarking Process was developed to increase productivity potential for our clients.

Our client companies needed a process to define and align the functions, responsibilities, and requirements of performance in their specific work environment to an individual's ability to function successfully in that specific environment.

The Talent Benchmarking Process accomplishes this objective by measuring how people think and value, what they pay attention to, and why they make the decisions that they make.

These measurements have been used to develop over 100 individual capacities for making decisions in environments such as management, sales, customer service, leadership, and sports.

These talents include capacities like "Attention To Concrete Detail" and "Results Orientation" and have been translated into hundreds of individual and group skills dealing with such areas as coaching and counseling, problem solving, decision making, time management, and account management.

Over twenty years of experience and research working with this technology have brought to us the following observations and conclusions:
  • Excellent development in a specific capacity or cluster of capacities does not guarantee success.
  • The identification of an individual problem in a value capacity, or cluster of problems does not guarantee failure.
  • The ability of a person to access a strength is a function of:
    • The level of development of the capacity
    • The ability of the individual to overcome any particular blocks to accessing a strength
    • The identification of specific environments that improve the individual's ability to access their talent.
The key to the Talent Benchmarking Process is the ability to establish a "Benchmark" that can function as a template for identifying those individuals who have the best potential for success. Click here to learn more about benchmarking.



What is Benchmarking?

Benchmarking is defined as creating a "point of reference from which measurements of any sort may be made".

The first key to "Benchmarking" is the establishment of a 'standard of measure' which makes possible mathematical, objective, and universal measurement.

The science behind the Right-Hire Assessment provides an objective and reliable way to capture and measure the dynamic forces that produce decisions, tensions, and the associated opportunities for development. As a result, the measurements that can be made are:
  1. Reliable: You can count on the fact that what we measure is reliable. If the Instrument Results indicate that a person is in social and role transition, uncertain about what type of role or social situation will be best, you can count on this measurement to be accurate.

  2. Mathematical: Rather than describing how people differ in their ability to see and appreciate the worth of others, we can precisely measure how well one can see and appreciate others. This factor means that we can compare individuals to one another using Mathematics and that we can look for numbers and patterns that seem to indicate success or difficulty in performance

  3. Objective: The Value profile results are not affected by differences in age, race or sex. The Mathematics do not discriminate in any way regardless of race, culture, age, or sex.
The second key to "Benchmarking" is the ability to identify the relevant performance factors that expose the differences between individuals who are performing successfully and those who are not performing well.

The third key to "Benchmarking" is the translation of relevant performance factors into a risk system that can be quickly and reliably used to identify performance potential. At Right-Hire, we assert that the Benchmark Process is an integration of four critical factors into an overall Performance Risk Index and that assessment of performance potential rests with an examination of four key ingredients:
  1. Core strength and development areas
  2. The ability to access talent in a specific performance environment
  3. Attitudes and values that result from biases in thinking and valuing
  4. Specific skills that result from an application of value talent to specific decision functions.
The Talent Benchmarking Process results in assessment reports that examine and amplify these four key factors:
  1. Talent: Decision talent that represents value capacities.
  2. Access: A Decision Performance Ratio that defines the ability to utilize personal strengths.
  3. Attitude: A measure of attitudes that can work for or against an individual in a specific environment.
  4. Skill: A measure of the personal decision skills which discriminate between high and low performance.
Advantages of a Benchmark Study:

The advantages of conducting a Talent Benchmarking are many. Though our off-the-shelf reports are extremely valuable and reliable in terms of their predictive ability; we know that many job categories require unique skill sets. An example of such a job might be the Sales Engineer. This job category requires a unique combination of both technical and "people" skills and the successful combination of talents and capacities will depend on a company's specific culture.

Some advantages of the Talent Benchmarking Process include:

The ability to identify:
  • Common value patterns or trends that indicate areas of focus and attention or the lack thereof

  • Training and developmental needs by directly targeting areas that need immediate attention
The ability to diagnose:
  • Common value strengths and the source of thinking and valuing that creates the strength

  • Common value problems and the source of thinking and valuing that creates the problem
The ability to document:
  • Problem solving alternatives for improving performance

  • The specific management functions required for the tasks the group is most suited to perform
Click here to learn more about Defining Performance Potential



Defining Performance Potential
  • How can you find individuals who want to be and do their best?
  • What factors are the deciding factors that separate excellence from mediocrity?
  • What sources of drive and motivation propel an individual to action?
  • What attitudes work to reinforce action and decision?
  • How can you document the performance factors that define success in a specific environment?
  • How can you consistently find individuals who have the performance potential necessary to succeed in a specific environment?
At Right-Hire, we have deployed a documented a process that provides new technologies for answering all of the above questions.

The ability to make value judgments is a natural activity of the mind and is similar to musical talent and ability. Each person has certain inborn skills or aptitudes. Some individuals have an "ear" for musical notes, while others can be taught to visually recognize the notes. Both types of individuals can develop their natural talent and apply this talent as musicians.

In the same way, some individuals have better developed natural talent for making value judgments and can make better decisions. These individuals have a clearer idea of what is important, can see things that others miss, are very creative problem solvers, make decisions that always seem to be on target, and are sensitive to the needs and concerns of others.

At Right-Hire, we know that we can reliably measure a person's value capacities. We can measure, among many other things, the ability to:
  1. See and understand other people
  2. Be open to the needs and interests of others
  3. Make practical, common sense decisions
  4. Pay attention to concrete detail
  5. Organize and plan for future consequences
  6. Maintain a dynamic, positive, and open attitude toward the world
  7. Assess personal strengths and liabilities
  8. Be confident and comfortable about what one is doing
  9. Press toward the future with confidence and persistence
This information however, may not be indicative of a person's performance potential in a specific environment.

PERFORMANCE POTENTIAL FOCUSES ON THE MIXTURE OF FORCES THAT AFFECT ONE'S ABILITY TO MAKE A CORRECT DECISION.

Therefore, the Talent Benchmarking Study measures RISK, specifically, the susceptibility of an individual to making a bad judgment or decision.

Susceptibility is an open concept; a variable, rather than a black and white, closed concept. Measuring the risk for making a bad decision does not mean, therefore, that a person categorically is honest or dishonest, good or bad, moral or immoral.

Rather, an individual is determined to be at risk (to be susceptible) in specific situations and under certain conditions. What we are after is the definition and measure of just those conditions and situations which put a person at risk and why in fact that risk exists.

The measure of these risk conditions range:
  • From no or "low risk", to "situational risk", indicating that there are definite situations in which a person is susceptible
  • From "conditional risk", indicating that there are conditions that create a high probability a person will make a bad decision, to "real risk" indicating that a person is at risk to make a bad judgment regardless of conditions and circumstances.
There are four risk categories:
  1. Low Risk:
    This person has excellent ability to fully utilize a particular capacity and to translate that capacity into decisions and actions. The potential for making mistakes in judgment is extremely small; however, other problems could overshadow this ability.

  2. Situational Risk:
    This person has a good ability in well defined situations to draw on this particular capacity to make decisions. There are definite situations, however, that can interfere with the transfer of this ability into decisions and actions.

  3. Conditional Risk:
    This risk level indicates that there are actual conditions which will lessen the ability to utilize this capacity and increase the possibility that an individual will make a mistake in judgment out of confusion, compulsion, or indecisiveness.

  4. Real Risk:
    This risk level indicates that the capacity is likely to be unavailable for consistent decision making and problem solving. This person is subject to mistakes in judgment either from exaggeration of an ability that is not there or from the discounting of the importance of the capacity.
Click here to see information on Measuring Talent in the Talent Benchmarking Process.



Measuring Talent

Value Profile Instruments reliably measure value capacities. These value capacities have been translated into specific performance functions and applied to environments such as sales, management, and customer service.

One particular application for measuring "Value Talent" is the development of "Screens" which are designed for interviewing applicants in a variety of areas.

The Screen functions as a means for identifying specific levels of development of value capacities. The Screen also functions as a guide for identifying the effect of strengths and problems on a person's ability to function in a specific environment.

The information in the Screen accurately defines a person's capacity to:
  • Make judgments about what is important and needs attention
  • See and appreciate others
  • Deal with others' problems
  • Work consistently and confidently
  • Fit into an organizational environment
There are three key things we can measure about value capacities:
  1. Which capacities are strengths
  2. Which capacities are potential blocks and areas for development
  3. What causes the block to be a block and what needs to be developed
As a result, we know:
  • The degree of risk for successfully using a particular value capacity
  • The potential degree of risk of a problem becoming a problem
  • What causes "the problem" to be a problem, or, the definition of risk.
Each screening and interview report is built around these three ingredients. The reports show to what degree an individual can think and make decisions. The information however, may not be indicative of a person's performance potential in a specific environment.

For example, a person may have an excellent capacity to think and make decisions but be so results oriented that the needs and interests of others is either overlooked, critically evaluated and disvalued or translated into bottom line, results oriented language. Risk, in the Value Screen Reports, measures the capacity to perform a function or a series of functions as well as the reasons why an individual will have difficulty performing a function.

Personal Work Inventory:

The Personal Work Inventory is designed to function as an interview guide. The information in the screen accurately defines a person's capacity to make judgments about what is important and needs attention, to see and appreciate others, to deal with problems, to work consistently and confidently and to fit into a work environment.

Module I: Working With Others:

This capacity measures the ability to see and appreciate the needs and interests of others and the ability to deal with others in a concerned but objective manner
  • Insight Into Others:
    This component measures a person's ability to see and understand the needs and interests of others, to identify and relate with the needs of others

  • Attitude Toward Others:
    This component measures the person's ability to be positive, objective and tolerant in their interactions with others

  • Prejudice Toward Others:
    This component measures the degree of prejudice and bias in a person's attitudes toward others indicating to what degree these prejudices can interfere with relationships

  • Sensitivity To Others:
    This component measures a person's ability to maintain a degree of objectivity and emotional control when relating with others.

Module II: Knowing What To Do:

This capacity measures a person's ability to decide what issues are relevant and need attention from an intuitive, practical and conceptual, analytical perspective

  • Common Sense Thinking:
    The ability to use one's practical thinking ability to see and understand what is happening and to make practical decisions

  • Intuitive Insight:
    The ability to rely on intuitive feelings and 'gut' instincts when making decisions about others

  • Proactive Thinking Ability:
    The ability to plan ahead for the consequences of actions and decisions rather than reacting to crisis situations as they occur

Module III: Ability To Get Things Done:

This section measures the ability of an individual to focus energy on tasks and follow them to completion dealing with the stresses and strains of his or her world without loosing freedom of action.
  • Results Oriented:
    Results Oriented is the ability to pay attention to the achievement of concrete results. That attaining results becomes a major factor in pushing oneself to get things done

  • Persistence:
    The ability of an individual to maintain his or her direction in spite of the obstacles in his or her path, to stay on target regardless of circumstances

  • Consistency:
    The ability to maintain a sense of order and constancy and continuity in one's actions, to be reliable in one's thinking and actions

  • Self Confidence:
    The ability to feel confident in one's ability to translate expectations and goals into actions with a sense of personal satisfaction and comfortable competence

Module IV: Job Related Attitudes

This capacity measures a person's general work ethic attitudes indicating his or her willingness to get things done in an effective and efficient manner.
  • Doing Things 'Right':
    This component measures an individual's insistence that things are done right; i.e., the desire for excellence and perfection

  • Willingness To Follow Directions:
    This capacity measures one's openness and willingness to accept direction without covertly or overtly challenging issues regardless of the reason and evidence

  • Sense of Responsibility and Accountability:
    This capacity measures awareness of and attention to the consequences of one's decisions and actions

Click here for information on Measuring Access to Talent.



Measuring Access to Talent:

There are three key questions for measuring performance potential in a specific environment:
  • Can An Individual Perform? (Can they sell, can they manage, can they lead, etc.)
  • Will An Individual Perform? (Will they maintain a sense of confidence and optimism, will they consistently get the job done)
  • Will An Individual Perform in a Specific Environment? (Will they sell, manage, or lead for you)
The basic "Talent Reports" that have been developed and utilized for over twenty years answer the first two questions. The information in those reports has reliably answered three questions:
  • Is there talent for selling, managing, leading, or general working?
  • Are there problems that can inhibit the utilization of an individual's basic strengths?
  • What can be done to identify the effects of the problems on the talent and, as a result, either identify and/or reduce the risk of making a bad decision?
This process is a standard application of "Mini-Max" principles in decision theory maximizing the positive potential and minimizing the negative potential.

Research and experience has led to the following conclusions:
  1. There is no global statistical model that can be used for measuring performance potential.
  2. Success in one performance environment does not guarantee success in any other environment.
  3. Each organization has a unique, dynamic combination of elements that require customized data gathering and measurement methodology to capture the factors which consistently measure success and identify failure.
These conclusions have led to the creation of a new approach to "Access" that provides the capacity to identify the specific factors which define success as well as those factors which define the risk of failure.

The new approach uses the following method for defining specific environmental risk:
  • Step One: Identify the Specific Talent Model which fits the environment in question.

  • Step Two: Collect data from both a performing and a non-performing environment.

  • Step Three: Identify the specific strengths that demonstrate success while defining and discriminating between the high and low performers.

  • Step Four: Identify specific problems that demonstrate lack of success, while defining and discriminating between the high and low performers.

  • Step Five: Develop a "Performance Ratio" between the strengths that discriminate and the problems that discriminate, and translate this ration into a Performance Risk Model.

This "Performance Ratio" provides one key for answering the question, "will this person perform for you?" by identifying the combinations of factors that reliably discriminate between success and failure in a specific environment.

Click here for more information on Measuring Attitude.



Measuring Attitude: The Personal Value Synopsis

The Personal Value Synopsis is a measure of three types of value measurements:
  1. First, there is value talent which is rooted in what you see clearly. For example, the more clearly you can make distinctions between people who will treat you well and people who will try to control you, the better you can make a judgment about how much of yourself you will put at risk in a relationship.

  2. Second, there is value talent which is rooted in what one pays attention to. Some individuals are extremely focused on things and can easily see flaws in things. Other people are sensitive to the feelings of others and know ahead of seeing someone whether there is a problem. Others are able to read documents and evaluate plans and immediately see crucial issues and flaws in logic. Each person makes value judgments based on what their mind filters and focuses on when making decisions. These judgments are reflected in our specific values, attitudes and beliefs.

  3. Third, there is a type of value talent that rests in the balance existing among all of the talent and abilities allowing one to see and make decisions. For some individuals, this balance exists because there is a level of acceptance of things, a belief that what you see is real. For these individuals, success is the integration of their abilities and talents and not necessarily one specific talent which stands out.

For others, balance exists because the individual puts out effort to organize and use their thinking talents. These individuals do not have a sense of balance and their value talent rests in the fact that they are so focused on one particular aspect of their life that they become "experts" in that particular area.

For these individuals, success becomes the specific application of their talent and development becomes the integration of this.

The Personal Value Synopsis combines information that measures how clearly one thinks, what biases direct their attitudes and values, and what an individual relies on to balance and direct their decisions. The report is composed of five divisions:
  1. Attitudes
  2. Self Image
  3. Problem Solving
  4. Motivators
  5. Stressors
The function of the report is to provide an overview of the attitudes, values, and capacities which sum up an individual's capacity to think and make decisions.

ATTITUDES:

Sampling of Positive Attitudes:
  • Optimistic about self and world
  • Optimistic, positive attitude toward others
  • Trusting, sympathetic attitude toward others
  • Results, 'now' oriented attitude toward getting things done
  • Positive, results attitude toward getting things done
Sampling of Negative Attitudes:
  • Individualist, rebellious, challenges authority
  • Skeptical, resentful attitude toward the world
  • Depressive attitude toward the world around them
  • Depressive attitude about themselves
  • Resentful, negative, angry attitude toward others
SELF IMAGE:

Sampling Of Positive Self Image Items:
  • Goal directed
  • Persistent, consistent
  • Confident, goal oriented
  • No fear of failure or success
Sampling of Negative Self Image Items:
  • Fear of success and failure
  • Does not see their mistakes
  • Tries too hard, may be subject to injury
PROBLEM SOLVING:

Sampling of Problem Solving Items:
  • Practical Problem Solver
  • Inventive, potentially creative practical thinking
  • Excellent intuitive insights, 'gut instincts'
  • Proactive thinking, focuses on consequences
MOTIVATORS:

Sampling of Motivators:
  • Results, getting things done
  • Money
  • Sense of mission, personal goals
STRESS:

Sampling of Stress Issues:
  • Fear about disappointing others
  • Fear about not achieving their goals
  • Despair about things not going their way
  • Lacks resistance to stress, can cause physical symptoms
The key competitive advantage of Right-Hire lies in its delivery of a variety of empirically validated assessment report products that transfer basic value capacities into 108 specific skill functions.

There are nine key skill clusters with three skill sub-clusters underneath each of the nine:

TRUST:
  • Treating Each Person as Unique and Valuable
  • Building Confidence and Competence
  • Respecting the Rights of Each Person
TEAM SYNERGY:
  • Cooperating and Sharing, Making Certain Each Person Feels Like Part of The Team
  • Listening, Delegating and Developing
  • Being Fair and Consistent
VISION, MISSION AND PURPOSE:
  • Personal Commitment, Dedication
  • Optimism, Seeing and Expecting the Best
  • Sense of Purpose and Meaning
INTEGRITY:
  • Being Responsible and Accountable
  • Walking the Walk, Keeping Promises
  • Respecting Principles, Standards and Codes
RESULTS:
  • Putting Yourself into Your Work
  • Paying Attention to Getting Things Done
  • Prioritizing Actions, Setting Priorities
STRATEGY, DISCIPLINE:
  • Personal Discipline
  • Translating Plans into Action, Being Effective and Efficient
  • Building Well Organized With Strategies and Long Term Goals
INNOVATION, CHANGE:
  • Learning To Adapt and Grow
  • Acting As a Change Agent and Risk Taker
  • Being Inventive, Spontaneous and Creative, Thinking Outside the Box
PREPARATION AND TACTICS:
  • Personal Competence and Confidence
  • Knowing What Is Needed To Get the Job Done, Documenting Success
  • Building Action Plans, Schedules and Timelines
CONSISTENCY AND CONFORMITY:
  • Respecting Authority, Rules, Codes and Mores
  • Setting Clear Goals
  • Creating Standards


Sample Talent Benchmarking Study for ABC Company
  • A study of employees in a specific job category who were designated as top performers, average performers, and bad performers from a data pool provided by the client. A factor analysis of the top skills from the high performers which did not occur as high in the lower performers and the bottom skills which occurred in the bottom performers but not as low in the top performers produced a prioritized list of 24 skills.

  • This list of 24 prioritized skills served as the base for measuring the skill risk indicator.

  • The result of the customized program developed from these 24 skills along with access, attitude, and talent, has prevented the client company from making over 100 bad hires in its first 6 months of use. This translated into a savings of millions of dollars for the company.

Definition of the Study:
  • Evaluate a group of individuals identified as "top" or "high" performers" searching for performance trends that account for their good performance.

  • Evaluate a group of individuals identified as "Bottom" or "low" performers searching for performance trends that account for their low performance.

  • Document performance factors which discriminate between the high and low performers.

  • Translate the performance factors into a screening process that can be utilized to measure the performance potential of future employees.

Review of Study Data:

  • Two groups of data were provided:
  • High Performing Group: 22 individuals
  • Low Performing Group: 18 individuals
Presentation of the Results:

The Results of the study will be presented in four main sections plus a fifth weighted average (z-score) section:
  1. Talent - Documents potential discriminating factors relating to talent. The "Applicant Interview Guide (AIG)" report was used to document relevant risk factors in the "High" and "Low" group.

  2. Access - Document relevant strengths and specific problems which measure the ability of individuals to access their talent in the ABC Company's environment.

  3. Attitude - Documents the risk of specific attitudes affecting the ability of individuals to consistently perform and whether these attitudes discriminate between the "high" and "low" performance groups.

  4. Skill - Documents performance skills which discriminate between the "high" and "low" group.

  5. Z-Score - Presentation of the Global Risk Scores which demonstrate differences between the "high" and "low" group.



Click here to learn more about the Right-Hire Assessment technology

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