Whether you need to make the right hire or want to find the best fit for the people already on your team, there is a science behind building productive, high-performing teams.
TTI Success Insights utilizes scientific assessment to help executives around the globe make the right choices with such tools as the DISC behavioral assessment or the 12 Driving Forces. The assessments look at how and why people behave the way they do. For example, the DISC assessment D stands for Dominance, or some companies call it Driver, I measure Influence, S represents Steadiness, some call it Support and C for Compliance or again, some companies call it Calculator.
To give you an idea of the company’s impact, leaders at TTI Success Insights tell us the company has servers in Europe, Asia and the United States. Between those servers, there is a report submitted every seven seconds, 24 hours a day, seven days a week, 365 days a year.
These assessments used by executives around the globe and right in our area to make hires, improve teamwork and employee engagement, and to best determine the job and culture fit.
We caught up with TTI’s Senior Vice President of Research and Development, Ron Bonstetter, via Skype. He says, “First of all, we are not a personality test. Personality tests are so broadly defined anymore. It has lost it’s meaning. So we really want to talk about the specific sciences we deal with, and the other trigger word is test. A test implies a right or wrong answer, and our assessments expose who you are and what you are. They expose your uniqueness.
Lynda McNutt Foster with Cortex Leadership Consulting, utilizes the assessments with companies in our area. She says, “There’s no reason to use our gut on this people capital thing anymore. We can use validated scientific assessments to at least be able to understand whether somebody’s a match for the role. It used to be a lot of guessing involved. Wow, I had this 20 minute interview. I looked at somebody’s resume, I called their references. Let me guess whether or not they’re going to fit, based on my previous experiences instead of benchmarking. What companies can do now, is benchmark. What type of behaviors are going to work for the person, what type of team work cycle, how are they going to work on a team? What are they motivated by? So what are their driving forces?
Bonstetter adds, “There’s nothing here that people don’t know, but they can’t give voice to these things. Our assessment actually gives voice to concepts we each know internally, but can’t express. And they give voice to another person so that when you have an interaction, you learn to dance much more quickly. You don’t have the cumbersome sidesteps of trying to figure out who the other person is, and how they really need to be dealt with and communicated with. All of that is laid out so they can actually get down to business.”