INTRODUCTION TO ROLE-BASED ASSESSMENTTM
As a brief introduction, the talent management organization is The Gabriel Institute. It is based in the U.S., and headed by Dr. Janice Presser. She is a real dynamo, and is already engaged in successful contracts both in and well beyond the U.S. The Gabriel Institute’s Role Based AssessmentTM approach is absolutely terrific. It is based not on job skills, EQ, IQ or “personality,” but on behavioral characteristics that measure “fit.” Even more importantly, this approach can predetermine how people with different roles can complement one another to make successful teams work better. It is also effective in identifying characteristics such as internal or external conflict, rigidity or lack of coherency that may be dysfunctional. In addition, it has been cited in a University of Pennsylvania Law Journal article as legally defensible – free of race, gender and culture bias.
The assessment process is entirely web based (and actually quite entertaining), and usually takes a participant less than one hour. It basically consists of a series of movie scenarios in which the characters exemplify classic roles. The evaluation process provides quite incisive reports both to the individual and to management. Clients generally first use the assessment for help in the consideration and evaluation of new team member candidates, particularly at management levels, but it is also effective for sales and non-management personnel, and for evaluating performance improvement opportunities in incumbent teams.
I attach one of Dr. Presser’s articles that I think may be informative and interesting to you – Using Role-based Assessment to Build Culture . Below are also two links – the first is to the general website of The Gabriel Institute; the second is to the English language version of the “Right Fit Tool Kit” site that provides more detail on practicalities:
One value proposition is reduction in turnover (and associated costs), and this is significant; however, the more important is “fit” (i.e., productivity). As you know, outstanding people may perform poorly if they are in the wrong jobs, and high performance teams require a harmonious blend of people with a complementary blend of skills and behaviors.
DISC, a competitor, primarily is a report on how popular someone is. The Myers-Briggs tells something of their style but so what? They don’t do what we do. Even if the reports were identical, which they are not, they give essential information on what kinds of problems, if any, a potential employee will offer and whether they will work well in a particular company and job. The biggest thing we do for companies is when they say, “We really like so and so that you recommended. Can you find us more just like him?” We not only can, we can find others that will fill in for the areas where so and so is weak. NOTHING else on the market can do that.
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