Historically, employers have depended upon resumes, references and interviews as their sources of information when making hiring decisions.  In practice, these have proved to be inadequate for consistently selecting good employees.  When training employees, a "one size fits all" approach has failed to provide the desired results.  When selecting people for promotion, otherwise excellent employees have too often been miscast into roles they could not perform satisfactorily.  Clearly, an essential ingredient for making "people decisions" has been missing from the formula.

The first assessments used to improve the selection process measured personality characteristics.  They helped raise the hiring success percentage to 38%.

Then, when applicants were assessed for abilities as well as personality, employers found they hired the right people 54% of the time.

Becoming more sophisticated, an interests assessment was added to the mix, which improved results again, to 66%.

But the most impressive results have been achieved with the introduction of integrated assessments that not only measure a combination of factors, but also introduce the component of "job match."  These advanced assessments employ cutting-edge technology combined with empirical data to evaluate "The Total Person" in such a way as to measure how much candidates are like the employees who are exemplary in performing their duties.  These 21st Century assessments successfully identify potentially excellent employees better than 75% of the time. 

For you information, here is a chart showing the elements of the hiring process and their effectiveness in picking the right people.

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