842 West South Boundary • Perrysburg, OH • 43551 • Ph: (419) 872-4008 • Fx: (419) 931-4007
email: pattiehamons@characterassets.com

Overview of Assessment Tools

Eliminate candidates that do not match the most basic of your hiring criteria.

Character Assets uses objective validated assessments to determine if the candidate you are considering for a position has the intelligence necessary to be successful in the position you are hiring for. Being a nice person does not always mean they can do the job!

Personnel Test & Scholastic Level Exam

Measures: Cognitive Ability or “General Intelligence”. The intelligence level, at which a person learns, understands instruction and solves problems.

Helpful in:

Determining how easily a person can be trained and how well they can adjust and solve problems on the job and how satisfied they are likely to be with the demands of the job.

Understanding what type of training may be needed for the candidate. High scoring individuals will learn more quickly, master more complex material and will make better judgments when information is lacking. Lower scoring applicants will require more time, detailed instruction and standardized job routines.

Determine if candidates have the work attitudes and ethics to contribute effectively

Opinion Survey

Measures: Who may be prone to unacceptable employee behavior, such as theft, illegal drug use, attendance or tardiness issues, issues with supervisors, general poor work attitudes, and the prospect for long term employment.

Helpful in:

Determining some of the questions that should be asked in a follow-up interview.
Determining if a person has a history of undesirable behavior – Which is often a good indicator of what you may expect in the future.

If a candidate is weak in one of these areas you should re-evaluate if they are who you really want. If you think they are…..

Do the natural tendencies of this candidate support them in your open position?

DISC Behavioral Survey

Measures: The style in which a person will generally behave. “The How”

Helpful in:
Determining what value they will bring to the organization if properly managed.

Giving the interviewer an understanding of how the person might respond to organizational rules.

Determining the best work environment for that person.

Building good work teams and effective communication techniques that will provide the workforce with the information they will need to be most effective in their jobs.

Allowing the supervisor and the employee to understand the style in which the person is most comfortable working and communicating.
Helping the employee to understand how others see their behavior.

What will drive the candidate – why do they do what they do? How to motivate them.

PIAV (Personal Interests, Attitudes and Values)

Measures: The reason a person does what they do. “The Why”

Helpful in:

Allowing an interviewer to determine if candidate’s values are helpful for the position they are considering them for.

Letting people know what will motivate or demotivate a candidate/employee.

Allowing the supervisor and the employee to understand what values and interests a person has that dictate what they do.

Position Specific Selection Assessments

Sales Person’s Screening

Measures: If a candidate will actually sell, whether a candidate is trainable and coachable and the kind of help they will require from you if you hire the candidate. It deals specifically with a candidate’s sales potential with your company and their compatibility with your industry

Helpful in:

Showing the interviewer where the candidate’s strengths and weaknesses are as a salesperson.

Determining if a candidate is trainable, based on their desire and commitment.

Determining what areas must be trained in and areas that require close supervision for the candidate to succeed at the level for which they are being considered.

Gives a “ Hire”, “ Do Not Hire” or “Hire, if specific conditions are met” recommendation.

Determining what training makes sense for a salesperson, to strengthen their weak areas. This avoids spending money needlessly on inappropriate or unnecessary training.

Developmental Position Specific Assessments

Sales Person’s Profile

Measures: If a salesperson will actually sell, if the salesperson is trainable and coachable and the kind of help they will require from you if you hire the candidate. It deals specifically with a candidate’s sales potential with your company and their compatibility with your industry

Helpful in:

Showing the manager where the employee’s strengths and weaknesses are as a salesperson.

Determining if an employee is trainable, based on their desire and commitment.

Determining what areas must be trained in and areas that require close supervision for the salesperson to succeed at the level for which they were hired.

Determining what training makes sense for a salesperson, to strengthen their weak areas. This avoids spending money needlessly on inappropriate or unnecessary training.

Sales Manager Profile

Measures: If a Sales Manager will recognize the weaknesses in their sales force, if they are trainable and the kind of help they will require if you want them to effectively manage the sales staff. It deals specifically with a candidate’s sales management potential with your company and their compatibility with your industry

Helpful in:

Showing the manager where the employee’s strengths and weaknesses are as a salesperson.

Determining if a person is trainable, based on their desire and commitment.

Determining what areas must be trained in and areas that require close supervision for the salesperson to succeed at the level for which they were hired.

Determining what training makes sense for a salesperson, to strengthen their weak areas. This avoids spending money needlessly on inappropriate or unnecessary training.

Management Overview

The Management Overview is the single most important collection of information about your company's sales organization. Using the information collected from the individual evaluations, the Management Overview identifies the hidden problems of which you weren't aware, weaknesses common to your salespeople, problems with your hiring criteria, the state of your pipeline, the effectiveness of your sales management efforts, whether your management team is on the same page, how comfortable your salespeople are with your model for going to market, business being lost as a result of the problems and suggests changes that must be made to your sales management systems. In addition, the Management Overview shows which salespeople should be performing better and what you must do in order to help them reach their potential. You'll also learn who is trainable, how much training they'll need and the kind of help from which each will benefit. And if you are attempting to transition your company from good to great, you'll learn which of your existing people should be on the bus, which seats they should be in and who should be off the bus. The Executive Summary compares your sales organization to both the target levels as well as the average of all companies we have previously evaluated in Crucial Success Factors, Major Performance Factors, Training Factors and Organizational Growth Potential.

Position Specific Assessments for selection or development

Chally

When faced with hiring or looking to promote from within for a position that is unique to your organization, we work with this company who has assessments for all positions including: Administrative/Clerical, Accounting, Skilled Trades, Professional, Management Service and Career Development as well as Executive/Top Management.

We start with a job description and have further discussion with you and/or other management to be sure we know what you are looking for a candidate to do in the job. Each of the scales that we measure are individually validated to improve the flexibility of our assessments. While these are custom assessments, they are quite affordable and can be run for a hiring recommendation, or simply for employee development.

BENCHMARKING

The process of benchmarking is used to determine what traits are appropriate to look for in a candidate to increase the success rate in hiring. It can also help determine if an assessment is appropriate to use in the selection process, or if it is better used as a management tool. Outlined below is the basic process:

Identify 5-10% of the top and bottom performers (equal numbers of each) for a given position. Have each of the selected individuals respond to the Wonderlic, Style Analysis and PIAV form. Separate the completed reports into “top” and “bottom” groups.

Compare the graphs and scores within each group. Narrow each group to the top and bottom 3. If the graphs of those within each of the groups have similar graphs and they differ from those in the other group, you can be more comfortable using the Wonderlic, Behaviors and Values assessments in your selection process. If top performers and/or bottom performers are not similar to those in their respective groups and/or there are not differences between the groups that particular assessment is recommended strictly as a management tool not a selection tool.

This method of objectively determining the traits you will look for in a candidate based on the employee traits that have been identified in the top performers in a given position that you are hiring for allows us to objectively identify the traits of those we would expect to be successful in your organization. The number of employees that should be used to benchmark depends on the size of your organization and the similarities or differences between the jobs you would be hiring for. (i.e.: traits for a successful salesperson would generally be different than those of a successful accountant in the same organization.)

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