The quality of people in each leading or specially assigned responsibility should be of highest possible grade for best organizational productivity:
There is little to save and much to lose through selecting managers on the basis of “affordable” salaries or “just sufficient” skills for the job involved.
Or promoting people beyond their skills – largely based on long tenure and good behavior rather than actual results.
Often, relatively weak, but “nice” people without internal “enemies” get promoted beyond their skills
The company should rather aim for the strongest possible manpower for each job – as well as for the potentially next, greater responsibility.
Through thousands of interviews, BSAG has developed good analysis and judgment on internal staffs:
- Analytically based “Management Inventories”
- Specific tools for more productive and better motivated organization.
Analytical Management Selection
People are some of the most important assets of any company or institution. Yet, unlike material assets such as machinery or merchandise, most companies fail to do a proper analysis of suitability and calibre of key persons, define current standards and take advantage fact-based improvement opportunities.
Thus there is rarely any kind of “value estimate” of their own staff or for an organisation to be taken over in an acquisition. It is said that “most acquisitions fail”, which is often a result of problems in integrating persons of different skills and company cultures.
Still, almost every organisation wants to improve the quality or calibre of managers at several levels. It is well known that an extra cost of more suitable at better skilled people for the job, may be quite low and it is more than paid for by added work interest and greater on-the-job performance.
One certainly cannot just fire any person with below-par productivity. Often the problem lies in lacking personal job suitability. That normally can be solved through firstly identifying personal strengths versus job requirements. And since “everyone is good for something”, secondly by moving the person to a responsibility where his or her strengths fit better. That will be to the advantage of both the company and the person.
Key tool: Personality Analysis
Normally one can upgrade almost any organisation step-by-step through meaningful moves and promotions of the most suitable people, and through wiser and safer hiring of new ones.
That is a lot easier to do through good measuring systems. There are many testing systems available, but of varying accuracy and different levels of time & cost involved.
Business Strategy BSAG has access to a clearly leading assessment tool, Predictive Index. We have implemented PI with excellent results and remarkable success rates in complex and even worldwide organisations.
The “PI” provides highly accurate, extremely helpful and simple-to-interpret profiles on each individual whether an employee or an applicant. It is easy to handle, very fast, and exists in many languages.
This tool will, when implemented, lead to a significantly more effective and productive organisation through enabling:
- Accurate and fast reading of the most essential personal strengths and in turn also certain relative weaknesses – “No one can be equally strong on everything”
- Pinpointing of individual strengths versus well-defined job requirements
- Safer decisions on hiring, moving or promoting a person
- “Management Inventories” that analytically show particular strengths available by function and level in the entire organisation or key parts of it
BSAG has tested out more than 1000 persons during the past few years and carried out major Management Inventories, each including hundreds of persons in existing or acquired companies. Top client managers have indicated that accuracy rates well exceed 90% of all persons tested through Predictive Index.