Employee and HR Benchmarking
HR and employee benchmarking will enable you to ‘clone’ your best people by identifying the behavioural qualities and capabilities of those who perform well. Using Thomas’ behavioural assessment PPA and aptitude and ability tests GIA/TST, organisations are able to paint a clear picture of what makes their top people just that.
Poor recruitment decisions can have a huge cost implication on a business in terms of money and other less tangible factors such as morale and motivation.
Staff Benchmarking
A benchmark is effectively a continuous improvement process that uses systematic standards to raise and maintain high performance standards, against which new employees can be assessed and selected. HR benchmarking can identify the behaviours and aptitudes that characterise your top performers.
Staff and employee benchmarking can:
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Help your managers identify and select your top performers
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Assess what makes your top performers the best and why others struggle
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Reduce costly recruitment errors
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Reduce staff turnover
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Encourage higher standards
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Develop a better understanding between team workers
How does staff benchmarking work?
A benchmark can be used to assess a sample group of people doing a similar job. The process involves a behavioural assessment (PPA) as well as aptitude and ability tests (GIA/TST) of each person in the sample. The results are then compared to actual performance.
As part of this process, the company needs to assess its organisational performance. It is up to the individual company to decide how it should do this but it should use areas with measured performance levels.
These could include:
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Ability to achieve budget and plans
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Ability to achieve sales budgets
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Ability to provide customer service, care and advice
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Communication skills
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Leadership skills
The performance of each person is then ranked, based on the company’s agreed parameters for organisational performance. Typically 25 per cent of the sample should be from the top performers, 50 per cent from the fully acceptable performers and 25 per cent from the poor performers.