The Leets Consortium - Selection Systems

Predicting Performance
The fundamental, individual, and operational factors that drive organizational human capital performance. When it comes to predicting performance; "It depends."

All human capital performance is predictable to some degree; and you can work with TLC to achieve and sustain the performance that the organization has always wanted. We can help you identify the factors that drive successful performance. You then use the factors to help prospective, new, and existing employees and leaders understand the organization.

Components of a Selection System:


	Development of well defined, legally defensible, valid, and reliable process
	Well defined competencies linked to business outcomes
	Decision making criteria well defined
	Cost
	Link to assimilation (on-boarding) and performance management

The Leets Consortium will work with you to optimize organizational performance through identifying factors that drive successful performance and designing hiring practices that fit your needs. As a result, you will be more prepared to support prospective, new, and existing employees to be more effective in their organizational roles. Our Selection Methodology Model consists of 4 cornerstones to effective selection:


	Competency Development
	Recruiting/Hiring Strategy
	Assimilation
	Decision Making Process

Competency Development

A competency model is a valuable tool to help transform the organization's vision and strategy into action. The competency models that we develop are supported by valid research and identify success factors that are specific, behavior-based, and measurable. For competency models to be useful as a human resource tool they must not only define the competencies necessary for effective performance; but they must also provide examples to illustrate when a particular competency is being demonstrated in a job.

Challenge: A global manufacturing company was struggling with hiring the right people and was facing issues of turnover.

Action: After diagnosis it appeared there were no competencies distinguished for key hires. After data collection through interviews, focus groups, and SMEs (Subject Matter Experts), competencies were developed for 13 key hire positions and for the overall organization. These competencies were then used to create job profiles, which included both the KSAs (Knowledge, Skills, & Abilities) and the competencies needed for the job. Training on the new job profiles and how to use them was conducted and the recruiting department then implemented the job profiles.

Result: The recruiting department was better able to hire individuals who were a fit for the position and the organization. Due to the success of the job profiles, the company asked us to come back and create job profiles for the rest of the positions within the company.