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Position: Account Managers |
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Background HA and the employment agency developed a custom
template to select Account Managers. Although that template was quite
successful, we intended to increase the accuracy by assessing the current
employees. We analyzed the traits that are related to effective and
ineffective performance. Twenty-nine profiles of current employees were
provided by the employment agency. Three of the profiles had a consistency
score of less than zero and were thus thrown out of the sample. The employees in the sample were employed for
approximately 1-2 years and each were rated by supervisors according to their
job performance. The performance ratings were based upon the following
criteria: 1. Brings in new
business 2. Works
effectively with colleagues and supervisors: and 3. High customer
satisfaction and loyalty Performance ratings Each employee in the sample was rated or each
criteria according to the following scale:
The ratings were given for each category.
Since the organization considered the categories to be equal in importance,
the average of the three categories was considered to be the overall
performance rating for each employee. The aim of the research The aim of the research is to determine the
exact traits that make Account Managers successful at the employment agency
and formulate those “essential traits” into a “template”. The template is then
used to measure future applicants and serve as a developmental guide for
current employees. The template is shown by a graph that indicates how a
person scores against each of the required traits and then offers a final
“bottom line” score between zero and one-hundred that represents the
individual’s level of “total suitability” for a particular position. A score
of one hundred represents a person who is completely suitable for that
position. Assuming the person is eligible for a position (has the education,
experience and technical skills), a suitability
score of 75 or greater represents a person who has a good probability of
performing effectively in that position. A score of 74 or less represents a
person who is considered to be unlikely to perform well in that position. Accuracy level The results show a strong correlation between
the HA suitability score and the actual job performance. The results also
show a very high predictive accuracy. These indicate that the template
includes a comprehensive set of traits related to suitability for this
position. Analysis of the results showed that if the
template were used to select the current employees, it would have had an
accuracy rating of 92%. There were only two employees that scored 75 or above
on the template (passing level) who were performing below average. All the
remaining employees who scored 75 or above were performing effectively in the
position. All of the employees who failed the template (below 75) were
performing ineffectively. The correlation between the suitability scores
and the performance scores was .68. The average variation between the suitability
score and the performance score was 5.44 points on the rating scale of 100.
This indicates that the two scores were extremely similar. Follow-up study A follow-up study analyzing the employee
turnover rates was conducted over a two-year period. It showed a 50%
reduction of employee turnover rates through the use of HA. Employee turnover rates were compared in three
different regions of the country. The first region used HA as a means of
selecting employees for this position. The second region used no selection
instrument as a means of selecting employees for this position. The third
region used a leading competitor to HA as a means of selecting employees for
this position. The region using HA reduced its employee turnover by 50% when
compared to both the region with no instrument and the region using the other
instrument. |