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Hiring Right - Using TSG Prehire Assessments

The Challenge for the Company

A midsize manufacturing company has been experiencing tremendous growth over the last ten years. As is true in any growth scenario, company leadership and management needs change as the organization's tasks become more complicated. The company was ready to invest specific focus in its technology development function - committing to hire a new VP of Technology.

The company completed its due diligence process, filtering out a number of candidates until it found the "ideal candidate" - one whom they felt exactly met their specifications. At that point in time, TSG was contacted to provide an outside, objective opinion on the candidate.

TSG Action

A TSG Prehire Assessment was completed - with a full day interview and testing process. The results were analyzed, doing an in depth comparison of the expertise needs and skill requirements for the position with what the candidate brought to the table.

The TSG findings showed that the candidate had the right technical skills, including being very bright. But, the person's work style was very different than that found in the company's prevailing culture - which was very fast and action oriented.

Based upon the TSG findings, the company concluded that the candidate's work style would continuously put that person at odds with all their reporting relationships in the organization. The result would be that an enormously bright and expert executive would have tremendous difficulty getting anything done.

The company decided to re-open its search.

Return-On-Investment

The TSG Prehire Assessment process provided the following ROI:

1. It prevented the company from making a very costly hiring error. The costs from this error were both short and long term. In the short term, it typically takes companies 6-12 months to determine if a person is going to be successful at the company; in this scenario, it would have put badly needed technology projects on the shelf for up to another year - a major hindrance for this dynamic and growing company. In the long term, the company would've suffered productivity and morale issues as a hobbled technology function floundered over a long period of time.

2. The process sharpened the hiring team's thinking. After this first candidate, the company had a much clearer picture of the kind of person they were looking for - both in terms of expertise and leadership/management style. In turn, they used this information to sharpen up their interviewing process, yielding higher quality candidates in the future. Ultimately, they hired an ideal candidate, who is working out very well.