More Information
Since the late 1950s, Assess Systems has been evaluating managers and professionals using a battery of tests.
- Personality
- Intellectual Abilities
- 360 Feedback
| 1970s | Developed an expert system for the selection of managers and professionals. |
|---|---|
| 1980s | Took this to a PC platform and added a development report. |
| 1990s | One of the first to take our expert system to the internet. |
| 2001 | Launched research efforts to adapt ASSESS for the international market. |
| 2003 | Released ASSESSv2 for Competencies. |
| 2004 | Released the Assess360 module for use with the ASSESS platform. |
| 2006 | Introduced Focus360 and My360 modules. |
| 2008 | Available in 16 languages and 42 different countries; released Assess Progress (Performance Appraisal). |
Job success in an area is the result of many factors working together, which include innate characteristics (natural ability, personality) and learned characteristics (knowledge, experience and skills) as is presented in the chart below.
People who have the needed innate and/or learned characteristics or who have a good potential for developing these characteristics will be able to do the right things (behaviours) to produce the desired results (effective outcomes).
Competency models focus on the critical competencies which define success:
- built from the business strategy
- defined by the important job outcomes
- emphasise what is important
- focus on optimal performance
Competency models allow us to understand our people needs. What innate and learned capabilities lead to the display of these competencies?
- Innate Capabilities are inherent in the person and change little over time.
- Learned Capabilities develop with effort and experience
Good competency models guide all HR processes:
- Selection — provide a clear target for selection practices and candidate evaluation
- Development — focus development activities on the skills, knowledge and characteristics that will have an impact on job effectiveness
- Training — maximise the investment of training dollars
- Performance Evaluation — clarify work expectations and measurement in a common language
- Succession Planning — shift focus beyond current performance to potential for future roles
- Compensation — pay according to performance based on competency
View our white paper on the SSM process (PDF 210KB).
Please contact us to see sample reports
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