Job Benchmarking: why you should do it

Posted on December 12, 2006. Filed under: Blog--All categories, Management development, Staff selection |

Companies spend lots of money when looking for the right talent to fill an open position. Considering the costs of: a) time spent deciding that a position needs to be filled, b) time spent composing the right advertisement to find potential candidates, c) money spent advertising the open position, d) time spent reviewing resumes, e) time spent interviewing potential candidates, f) money spent hiring the candidate, g) money and time spent orienting and then training the individual–companies can spend thousands of dollars on this process. And for what? Often to find out the person they hired isn’t a right fit for the job after all. And then the process starts over again.

Add to the thousands of dollars in investment the frustration that occurs throughout the organization when this scenario happens more than once, and you’ve got a situation that needs changing! Job benchmarking–the process through which the actual activities, behaviors, and attitudes required for the job are identified–helps cut down on the time, money, and frustration the typical job search costs. Benchmarking the jobs in your organization help you not only know what to look for in new talent, it also helps you make sure you have the right person in each position within your company.

Why is this important? Because it costs so much more to hire new talent than it does to move talent within your organization to more suitable positions. It may be that a “problem” employee isn’t really a problem at all when that employee is put into a job that is more suited to their behaviors and attitudes!

Clients who work with me to benchmark their positions experience greater satisfaction with the candidates they bring in to fill those positions. But don’t take it from me; listen to what a client has to say:

“The benchmarking process helped us figure out the values and behaviors we needed in the job. The interview questions generated by the benchmark helped us ask each candidate the same questions to make the playing field level. We used the assessments to choose the candidate that was best qualified for our environment and the demands of the job. Benchmarking this position was a worthwhile process, and it strengthened our selection criteria.” Rhea Gustafson, President, Pro-Dex Astromec, Carson City, Nevada.

When I work with you to benchmark your jobs, I gather information from the stakeholders in your company–those people who have experience with the job and who have a vested interest in making sure the position is filled with just the right person. After identifying the specific activities, behaviors, and attitudes required by the job, the stakeholders complete a brief, proven, research-based assessment to compile the specifics needed in the job.

We use the results of the assessment to then:
-write the job advertisement
-review potential candidates
-interview the candidates
-verify that candidates’ talents are suited to the job

The result: clearer picture of the requirements of the job, more accurate job advertisements, better qualified candidates, more suitable hires, and … reduced costs associated with the hiring process.

Job benchmarking is critical to the success of any business. To find out more about how to employ this process for your company, give me a call at (775)544-8479. I’ll show you samples of benchmarking reports and help you decide whether benchmarking will benefit your company.


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