The Winslow Assessment can eliminate the dreaded Trial Period that employers have to endure after they make a selection. During this period the hidden personality traits that you missed in your hiring process begin to show up. Yes they have all the experience and training that you need but their real personality traits are now showing up and they are just not fitting in to your workplace.

Where in the world is that Perfect Tool that could have eliminated all of the above?

Selection of applicants is one of, if not the most, important aspects of building and maintaining a successful organization.  Research proves when a person fails in their career in more than 90% of the time that failure is directly attributed to some aspect of human behavior.  Individuals do not usually fail because of lack of education, experience, training, or skills.  They fail because their personality is not compatible to the behavioral requirements of their career.  An organization can invest significant amount of time and money creating products or services and a successful business.  However, if the wrong applicants are hired it will fail or at best, never achieve its potential.  The Winslow Applicant Selection Reports will significantly increase the probability that applicants you hire will be successful and achieve their maximum potential in your organization.

These Selection Reports will show the applicants’ behaviors and attitudes that you can expect to show up when they arrive at your workplace. The Winslow Assessment measures the 24 personality traits related to success and the Winslow Reports that are generated after the assessment is taken give you the results in an easy to understand format.

Ambition, Self-confidence, Conscientiousness, Coachability, Trust and Flexibility are just a few of the traits that the Winslow Test will assess in your applicants. Wouldn’t it be incredible to know the level of each of these traits the applicant will bring to your workplace?  Knowing this information ahead of time would save every employer precious time and money.

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Hiring is hard enough when times are good but what about today on this economic battlefield?  What about in this environment and in these times?   It might not be the hiring that can kick your butt… it could be the “who” do I keep problem you have right now?

Either way,  I have bought into the Winslow Assessment System 100% when it comes to helping me and my clients make the right decisions with reference to recruiting, hiring, developing and retaining the right person for any position within an organization.

Below is a great example of a few reasons why I see the Winslow System as “the best of the best” as pointed out by Dr. Dennis Waitley, one of the authors of the assessment with reference to the Winslow System:

“Winslow’s very detailed,  individually specific reports for position analysis and career development are almost uncannily accurate in predicting performance results.  What resume has ever done that?   Many managers decline to use assessment tests based on a misapprehension that they are illegal or invite litigation, but this isn’t true.   The Labor Department’s EEOC and other government agencies have declared that valid and reliable testing contributes substantially to nondiscriminatory selection placement and development practices.   Testing can also be a strong defense against complaints of, and lawsuits for, discrimination and wrongful dismissal.

Another myth is that applicants can falsify test results by giving answers they believe to be desirable rather than those they know to be true.   The fact is that the latest tests use control questions very effectively to detect dishonesty.   Experience has shown that from 10 to 30 percent of applicants try to “improve” their answers, usually in hopes of getting the job.   When told that their answers are inconsistent, most individuals are honest when they retake the tests and the results are validated.

Much of the information obtained used to be too technical to be useful to the typical manager, but testing programs are becoming user friendly, even for managers with no background in psychology.   Should applicants for all jobs be tested?   The general consensus is that only the two or three finalists for a position should be tested, and that current screening procedures should be continued, if effective,  for the preliminary selection stages.

In the past, tests were usually limited to applicants for management and sales positions. However,  high turnover rates and rapid increase of hiring costs have prompted many organizations to test for most white collar and technical positions.   In deciding which applicants to test, organizations must consider the importance of the position and hiring and training costs.   Applicants uncomfortable with testing or opposed to it often have high level of suspicion, aggression or rebelliousness – or a low level of self-confidence.  In any case, those possibilities should be explored before hiring.  For most organizations, the cost of testing is less than five percent of the applicant’s salary for a single month,  an insignificant expense in comparison to the cost of hiring and training the wrong person.

Behavioral assessment is also an excellent tool for skill development, and very helpful to those who recognize that they must be life-long learners.   In the leading companies I know, behavioral and personality assessments can identify employees skills and match them with jobs into which they can grow, helping to prepare people to assume key positions in the near or even the distant future.  The idea is to assess personality and talent, then provide the coaching or mentoring to develop it.  But most important is that testing for this purpose spurs the subjects to keep learning.

It’s worth noting that personality assessments are not primarily for investigating tastes or styles.   The analysis that counts is for helping determine whether this person will be ” successful” in that job.”

What a great ending to that explanation… “success in that job.”  That is what I have personally found to be critical in the approach for hiring the right person.  If we don’t select based on the ability for that person to be successful in that position then you are hurting not only the employee but the company in general is going to suffer as well as your clients / customers.

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