ADVISA

This is an occasional series describing a real challenge faced by one of my clients (anonymously) and my recommendation to them based on analysis and understanding of personality assessments.

Scenario: A manufacturing company wants to utilize the Predictive Index® "PRO” system to define the behavioral characteristics of a key position to maximize employee productivity. The nature of the job is to be a change-agent driving innovation across the organization. The title for the job is “Innovation Leader” and is an individual contributor position with no direct reports.

The position was newly created in early 2007 and we developed a PRO for this position - a classic Authoritative reference pattern (Highest A, Lowest C, High B, Cutback D).

The Issue: In early 2010 we initiated a Turbo Hiring project to improve the efficiency and effectiveness of using PI® with this job and maximize organizational alignment. We reviewed the PRO to see if the experience of the past two years had changed anything. We also validated the PRO result by comparing the Top Performing incumbents vs. the Bottom Performing incumbents.

PI Analysis and Recommendation: The 2010 PRO was the same PI Reference Pattern (Authoritative) as in 2007. In addition, the Top Performers’ average PI was the same PI Reference Pattern and the Bottom Performers’ average PI was almost exactly the opposite – a Diligence pattern with Highest D, Lowest A, High C & Low B.

The consistency of the two PROs with the Top Performing incumbents provides a very high level of confidence that this is the appropriate PI target for this position. My recommendation was to apply this target with rigorous consistency. We prepared analytical screening tools and targeted behavioral questions and training for supervisors as part of the Turbo Hiring process to systematize application of these results.

Impact: With the increased clarity and confidence obtained through the Turbo Hiring process, my client began to consider career moves for the Bottom Performers to put them in jobs where work satisfaction was more likely. In addition, with the target clarified, they began to search for current employees with this PI pattern as an initial development step to groom them for the “Innovation Leader” position.