Employee assessments are typically performed on prospective candidates, during annual performance review, and any time when additional assessment is called for. Assessment can offer organizations valuable input with which to make decisions regarding recruitment, salary, bonuses, and retaining individuals.
Employee assessment is also more often used for applications including personal development and succession planning. These applications enable organizations to utilize existing data for investment, providing they have the structures in place to map how assessment results relate to future roles and capabilities.
Using Job Profiles
Job profiling is the process of mapping required behaviors, competencies, skills, and personality to success in a role. Creating job profile frameworks, typically with the support of a competency framework, allows you to see specific factors such as behavior and personality that contribute to performance in a role.
Most organizations achieve these frameworks with an “out of the box” solution in a framework designed on industry averages, which is then updated and tweaked across the organization to reflect unique role requirements in the organization. This second step is typically achieved through a combination of interviewing, reviewing performance results, and discussing job requirements with teams and people around the role.
Mapping Assessment Results to Job Profiles
Job profiles list a series of behaviors, actions, and skills that contribute to performance in a role. You can easily graph these results out, and then simply match individuals with similar results to see who matches required traits. Here, it’s more important to pay attention to soft skills such as behavior and personality, which are more difficult to train.
Importantly several types of people can often succeed (and to the same degree) in a single role. Your job profiles should encompass what success looks like and why that is success, so that you can look for it in others.
Using Gap Analysis to Determine Development Direction
Employee assessments in hiring are most-often used to directly match individuals to required or wanted behaviors and traits but some of those skills will be missing. A gap analysis can help you determine what and where candidates need to improve. If you’re planning succession and development, you should be significantly more concerned with personality and behavior traits such as personal motivation, emotional intelligence, etc. These traits are difficult to train but greatly impact leadership and creative roles. If someone shows great promise in areas that contribute to a role but are not necessarily hard skills, you can flag them for further development.
This process should always involve:
- Analyze what’s missing from the profile to completely fill out the role
- Discuss options with candidates and determine motivation and interest
- Offer development opportunities in line with the role
- Offer coaching or mentoring in-line with the role
- Monitor progress and continue to map personality to job profiles
For example, if someone’s assessment profile maps to success in a role such as branch director but they lack key skills and don’t have the broad range of experience necessary to make good decisions. Here, it would be a relatively simple decision to set aside room for personal development, to broaden their experience with assignments in other departments or branches, and to assign them a mentor or coach who could help bridge gaps relating to personal development.
Internal development can save time and resources over sourcing leaders and technical experts externally. Managing internal succession planning and development also allows you to better select the desired traits and personalities of individuals promoted into roles, allows you to control their work culture, and gives you more room to choose, because having internal people ready doesn’t necessarily mean you can’t still hire externally.