Apex Performance Strategies will work with you to optimize organizational performance through identifying factors that drive successful performance and designing hiring practices that fit your needs. As a result, you will be more prepared to support prospective, new, and existing employees to be more effective in their organizational roles. Our Selection Methodology Model consists of 4 cornerstones to effective selection:
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These cornerstones to selection are the foundation for best practices in Assessment Centers, Behavioral Interviewing, and Competency Development.
The assessment center is a method, not a place. It brings together many instruments and techniques of selection. By using objective assessment tools, standardizing methods of making inferences, and pooling the judgments of multiple assessors in rating each candidate's behavior, the likelihood of successfully predicting future performance is enhanced considerably.
Apex Performance Strategies works with each client to choose the most powerful selection assessments to meet their specific selection requirements. Some of these include:Watson-Glaser Critical Thinking Appraisal Form
Wonderlic Personnel Test
Emotional Intelligence Appraisal
Chally Sales Assessments
Sales Productivity Profile
(Cronbach, 1984; Giber, Carter, & Goldsmith, 2000; Taft, 1959).
Behavioral interviewing replaces intuition or "gut feelings" about a job candidate's ability by utilizing an analysis of skills to help hire the right person for the right job. Behavioral interviewing provides a systematic process to assess a job candidate's past performance and predict future job performance. All of our techniques seek to move the decision making process from subjective standards to objective and measures.
A competency model is a valuable tool to help transform the organization's vision and strategy into action. The competency models that we develop are supported by valid research and identify success factors that are specific, behavior-based, and measurable. For competency models to be useful as a human resource tool they must not only define the competencies necessary for effective performance; but they must also provide examples to illustrate when a particular competency is being demonstrated in a job.
Challenge : A global manufacturing company was struggling with hiring the right people and was facing issues of turnover.
Action : After diagnosis it appeared there were no competencies distinguished for key hires. After data collection through interviews, focus groups, and SMEs (Subject Matter Experts), competencies were developed for 13 key hire positions and for the overall organization. These competencies were then used to create job profiles, which included both the KSAs (Knowledge, Skills, & Abilities) and the competencies needed for the job. Training on the new job profiles and how to use them was conducted and the recruiting department then implemented the job profiles.
Result : The recruiting department was better able to hire individuals who were a fit for the position and the organization. Due to the success of the job profiles, the company asked us to come back and create job profiles for the rest of the positions within the company.