Recruiting organizations ability to know what behaviours to look for when they are recruiting or developing people to and in that role is one of the biggest challenges today. Many organizations simply don't know what they should be looking for and what behaviours that drives performance in certain roles. This is a situation that threatens better people decisions, since if you don't know what you should be looking for you will not be helped even from the most valid data collection methods and best possible recruitment processes.
This is why Assessio has implemented lenses, that either use big data from different job clusters (O-Net) or uses the predictive data underlying the performance framework and MAP and Matrigma (Behavioral profiles) in the platform. We offer 54 lenses, representing over 400 different jobs, over 8 departments, in the platform. The lenses are also separated by three different levels: Higher Management, First Line Management and specialist roles.
Lenses are the main way to view and interpret results in the recruitment module of the Assessio platform. In the same way as lenses in a pair of glasses or binoculars help you to see more clearly or to focus in on specific parts of what you’re looking at, we use lenses to help you make better sense of the data provided by the platform. Practically, a lens is a structured way to evaluate potential scores for the different performance areas, and match them to a certain role or function.
When evaluating candidates for a specific roles, we need to be aware of two things: Depending on the specific needs in a given role, the potential to consistently perform at a high level will be different between individuals who apply for this role. In addition to this, when looking at different roles, an individual may have a really strong potential for some roles while having an average or perhaps even low potential for other roles. The use of lenses in the platform will help you to understand and interpret data for both of these cases, i.e. helping you to compare the potential between candidates related to one or more specific roles, making it easier for you to choose the candidate or candidates with the strongest potential. It will also help you to compare the potential for one candidate towards different roles, helping you (and the candidate) to find the role that will likely trigger and make the best use of the candidates’ potential. Equally important is to steer away from putting people in roles where their potential suggests that they will be struggling to perform at a high level over time.