Select The Best Job Candidate & Top Performers

Client Results:
"Dillard’s has found the Profile XT to be helpful in our selecting the best candidate for positions in the buying and replenishment departments. By measuring the candidate against a benchmark of “proven performers” it helps us determine who is a good fit for these critical positions. We love this tool!"

Bill Dillard, III
Dillard’s Department Stores

Reduce Turnover and Hiring Expense

Client Results:
“Since we began using the Profile assessment and CrossRoads to evaluate candidates for our teller positions, we have significantly reduced our turnover. They have saved us thousands of dollars in recruiting, hiring and training expense. It is a great tool, and we plan on using it throughout the bank to evaluate existing personnel and hiring at other positions”.
Randy Herlocker
President
Eagle Bank

Avoid Costly Hiring Mistakes

Client Results:
“Over the past two weeks we spent less than $500 on the ProfileXT’s, determining that three candidates we were considering for hire were not a good fit. That saved us about $6,000 in fees alone, not to mention computers, phones, training, office supplies, etc. Yeah, we’re loving the ProfileXT”.
Daniel Pantoja
Corporate Trainer
Advent Mortgage, LLC

Improve Productivity and Quality of Staff

Client Results:
“Finding the right person to fill key positions has always been a challenge. Since we started using the Profile assessments with CrossRoads, we have seen a dramatic improvement in the quality of new hires. The assessments give us the information we need to evaluate the total person and place them in positions where they can succeed. They have helped us avoid many costly hiring mistakes, reduced turnover and improved the overall quality of our staff”.

Remo Jacuzzi
C.E.O. & President
Jacuzzi & Sons International

Hire the Right Person for the Right Job

Client Results:
"We always had trouble finding the right people. They might have had the skills, but not the soft characteristics we also look for. We look for reliability, having the right work ethic and a good work attitude. We can now see those characteristics in the assessment scores we get from CrossRoads."

Bob Van Auken
Director of Operations
Commercial Electric

Employee Development, Training and Customer Service

Client Results:
“At Carlton-Bates we expect nothing less than the absolute best from our 600 employees in the way we serve our customers. Drew Stewart, and the CrossRoads team have helped us reach even higher performance standards, particularly in the areas of hiring and people development. With their tools and training I feel like we make a good partnership”.

Bill Carlton
President & C.E.O.
Carlton-Bates, Inc.


We help organizations assess, develop, train and retain a quality workforce that is centered on a person’s “Integrity, Values and Design” by providing the following: 

· Job Match Assessments for job applicants
· Pre-Hire and screening assessments and surveys
· Employee performance evaluations
· How to manage and motivate each employee
· Team building programs
· Productivity and Personal Development Training Programs
· Leadership development at all levels

As the owner, president, CEO, manager or human resource officer of a business, do any of these topics ever keep you awake at night:
· How many times have I hired someone who didn't meet my expectations?
· How can I avoid bad hires and costly turnover mistakes?
· Do our current employees really "fit" their jobs?
· What actually motivates our employees?
· What can I do to improve retention and reduce hiring expense?
· Is there a way I can find out more about an employee's integrity, reliability, work ethic and their attitudes toward drug and chemical abuse BEFORE I hire them?
· What can I do to enhance teamwork among our employees?
CrossRoads-Workforce Dynamics can to help you with the answers to these questions and many more related to selecting, developing and retaining a high quality workforce. We can help you .....

How Our Assessments Can Help Your Business

Reasons to use pre-employment assessments
· Two of three new hires will disappoint in the first year
· Two of three employees would rather work somewhere else
· Ninety-five of 100 applicants will "exaggerate" to get a job
· Most hiring decisions are made in haste - during the first five minutes of an interview
· One of three businesses will be sued this year over an employment issue
· Turnover costs thousands of dollars for every departing employee
· Eighty percent of employee turnover is avoidable
AND...

You want employees who are dependable
In 1998, absenteeism cost employers $757 per employee, according to a report in USA TODAY. This was the direct cost reported by a survey of human resource professionals and does not include the cost of hiring others or paying overtime to perform the work of absent employees.

You can be held liable for employees' behavior on and off the job
You must know the nature of the people you hire because their criminal behavior could cost your business millions of dollars. Every time you hire without practicing due diligence, you may be accepting liability for their actions - even when they are "off the clock."

You can be sued for illegal discrimination
In the absence of objective data, how can you demonstrate a hiring/promotion decision was made objectively, without discrimination because of gender, race, religion, etc.

Résumé writers write great fiction
In a survey of recent college graduates, 95% said they would be willing to make a false statement in their résumés in order to get a job. Forty-one percent admitted they had already done so, according to a report in Nation's Business (May, 1999).

Testing is acceptable, even expected
As reported in Molding Systems (May, 1999, v57 i5 p56(1)), a survey found that 92% of job applicants accept testing as part of the job qualification process. Only 3% resent it, while 5% were neutral.

Assessments offer a solution
Historically, employers depend upon résumés, references and interviews as sources of information for making hiring decisions. In practice, these sources have proved 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 use of assessments has become essential to employers who want to put the right people into jobs;

· provide employees with effective training;
· help their managers to become more effective; and
· promote people into positions where they will succeed.

The use of assessments has resulted in extraordinary increases in productivity while reducing employee relations problems, employee turnover, stress, tension, conflict and overall human resources expenses.
Several factors contribute to the failure of traditional hiring methods. Résumés often contain false claims of education and experience while omitting information that would help employers make better hiring decisions.
Business references are of little value because most past-employers will tell you nothing but "name, rank and serial number."

These realities are the reason interviews have become the most influential factor in hiring and promotion decisions. However, experience shows only a coincidental correlation between the ability to deliver well in an interview and to deliver well on the job. Studies peg this correlation at 14% -- one good employee in every seven hires. Even background checks don't help much. The success rate becomes 26%, but that's only one good hire in every four. Unfortunately, many employers have accepted these poor results and the high cost of excessive turnover as a business reality. They have flown the white flag of surrender.

Don't Surrender! Assessments do help significantly
Assessing behavioral traits improved the hiring success rate to 38%.
When both thinking abilities and behavioral traits are assessed, the right people are hired 54% of the time.
When an assessment of occupational interests is added, successful results improve to 66%.

The most impressive results are achieved, however, when an integrated assessment is used - one that measures behavioral traits, thinking, occupational interests, plus "Job Match."

These integrated assessments employ cutting-edge technology and empirical data to assess the qualities of "The Total Person." In doing so, the individual qualities of candidates are compared to the qualities of employees who performing their duties in a superior manner. These 21st Century assessments successfully identify potentially excellent employees better than 75% of the time.

Job Match outranks all other factors
A well-documented study, published in Harvard Business Review concludes that "Job Match" is by far the most reliable predictor of effectiveness on the job. The study considered many factors including the age, sex, race, education and experience of approximately 300,000 subjects. It evaluated their job performance and found no significant statistical differences, except in the area of "Job Match." The conclusion: "It's not experience that counts or college degrees or other accepted factors; success hinges on a fit with the job."

The only reliable method for evaluating "Job Match" is with a properly designed assessment instrument, capable of measuring the essential job-related characteristics particular to each specific job. CrossRoads has assessments designed for this purpose.