Sometimes, that light at the end of the tunnel…

…is actually a train!

Anyone who manages people can relate to this story. An impressive resume. A sharp-looking candidate. A great interview. Outstanding references. It seems like the search for that perfect person for the (insert job here) position has finally arrived. The light at the end of the tunnel.

And then suddenly and incomprehensibly, once hired, the candidate becomes a total flop. Poor results. Lack of motivation. Negative influence on the rest of the team. A bad hire that wasted time and money, and threatens to bring your judge of character into question.

Why does this happen? Quite simply, it’s a numbers game. The average job-seeking candidate spends up to 5 hours preparing for an interview, while the average recruiter spends 20 minutes reviewing a resume. No contest.

Fortunately for everyone, there exists a tool that we can use to level the playing field: Assessment Testing. Now I know that you’ve heard this one before, and you’re thinking that no computer is ever going to be better at reading a candidate than you are. The good news is: you’re right. Actually, you can learn about 66.6% of what you need to know about a candidate simply by reading the candidate’s resume (or history) and conducting a thorough job interview. It’s that other 33.3% that sometimes comes back to bite you. Continue reading


CFOs have to evaluate the value of investments regarding HR, quality, marketing and technology

According to the ROI Institute, there is growing evidence that the CFO is becoming a more powerful force in organizations. The Economist labeled 2009 as the year of the CFO. This impressive publication views this position as the most important executive who will steer organizations out of the recession, and help ensure the value is there in the future in all the functional processes. There is additional research that suggests the CFO is more directly involved in various functions that were not normally connected. For example, Gartner research shows that more chief information officers (CIOs) and more human chief human resource officers (CHROs) are reporting to the CFO. In the meetings and events industry, surveys continue to report more meetings and events functions are reporting to the procurement function which is sometimes under the finance and accounting function.

CEOs are desperately trying to understand the value of many of their expenditures. Traditionally the concept of ROI has been used for capital investments. These days, only about 15 % of companies’ expenditures are actually capital expenditures. Most of the expenses occur in human resources, quality, marketing, and some technology. Therefore, it has become logical for the CEO to ask the CFO for assistance in showing the value in their non-capital expenditures. For many firms, the largest single expenditure is the cost of people, yet many executives don’t know the value of investing in people.

CEOs’ requests about performance evaluation of the HR, quality, marketing and technology functions will not decrease since a recent study, carried out by the ROI Institute in the United States to survey CEOs of Fortune 500, reveals that 90% of CEOs need business impact data connected to L&D, but only 8 % percent receive it now. Also, 74 percent of CEOs need ROI data for L&D, but only 4 % have it now.
Just like the ROI Institute, Talentuum think that it is a trend which will continue. Consequently, companies and public organizations will sooner or later have to put in place credible and consistent tools to evaluate the performance of processes and programs associated with human resources, marketing, quality and technology.

Louis Larochelle
Vice-president Professional Services

Do you know your sales people?

Who is on first? We have all heard the comedy routine made famous by Abbott and Costello about the bungling baseball manager who doesn’t know anything about the players on his team. We laugh, but do we ever stop to ask ourselves how well we, as managers, know the employees we manage?

Sure, we know that Dave is the loud one, Jenny is the quiet one, Steve is the funny one and Kelly is the nice one, but are we really managing them and motivating them in the way that they want to be motivated? Without asking intrusive questions, how can we know our employees on a deeper level in order to maximize their productivity and increase their job satisfaction?

The quickest, simplest and most economical way to do this is through psychometric testing for personal development. That’s right, psychometric testing is not just for hiring anymore! Each member of your team completes a quick assessment that not only measures their abilities, but also their motivations, interests and personality traits. You then receive a report that outlines the strengths of your team as a whole, and then goes further to identify any untapped potential in each member. And the results can be both surprising and astounding! Continue reading