Why do Leading Companies Invest in Talent Assessment?

Talent assessments and analytics are no longer a “nice-to-have” in today’s business landscape; they are a must-have. Best-in-class organizations use assessments as a fundamental piece of the talent management process within each stage of the employment lifecycle – critical to making better hiring decisions to improving post-hire performance and career progression.

Businesses are faced with new challenges to maintain high productivity, compete for talent among a shrinking highly-skilled workforce, and drive innovation and speed-to-market. The use of talent assessments across the organization and employment stages can effectively reach each of these objectives.

Top performing organizations use talent assessments to:

  • Select the best talent for a specific job, department, manager, and organization.
  • Increase new hire engagement through a more effective onboarding process, improving time-to-productivity and performance for new hires.
  • Provide managers a science-driven, data-based roadmap to make informed employment decisions and performance improvements at every stage of employment.
  • Link assessment data to development programs, succession paths, variable compensation, and productivity output.
  • Unleash talent within their organization and help develop the next generation of leaders to drive success and profitability.

True best-in-class assessment strategies involve not only selecting the right tools, but integrating them with the rest of the company’s talent strategy to guide and inform decision-making throughout the employee lifecycle.

For more information, please consult our Frequently Asked Questions.

In a recent Aberdeen Group study, best-in-class performance companies were found to be using assessments more broadly across employee populations and job roles, as well as more frequently than other organizations.

The Aberdeen Group study finds organizations using assessments are 24% more likely to have a ready and willing successor named for each key position. And demonstrated a:

  • 75% greater year-over-year improvement in hiring manager satisfaction.
  • 75% year-over-year decrease in hiring costs.
  • 2.5 times greater year-over-year increase in profit per full-time equivalent.