A New Way to Know How People Will Perform in Teams

Role-Based Assessment™ (RBA) is a cost-effective, user-friendly, online source of reliable decision-support used for screening, selecting and developing employees and teams.  Few employees work in isolation, so team performance is the ultimate “Quality of Hire” measure. RBA’s narrative reports describe and predict how and where a person is most likely to succeed on a team. They also highlight areas of concern and provide key advice for teambuilding. 

For a no-cost trial for up to five RBA reports and other background information, click here.

In partnership with The Gabriel Institute, thePRguy is dedicated to helping organizations improve quality and productivity, while securing a higher return on their investment in people. Building on a 35-year foundation of research by Dr. Janice Presser and Dr. Jack Gerber, TGI has created a technology that qualitatively identifies how a person will perform on a team. The resulting TGI Role-Based Assessment™ (RBA) predicts three group-performance variables that directly impact business productivity and profitability.

Why wonder?

How many times have you read resumes, reviewed assessment reports, and interviewed a slate of job candidates, and still felt uncertain about deciding which would be the best fit on your team? By focusing on ‘teaming characteristics’ instead of individual characteristics, TGI Role-Based Assessment™ offers a new way to know whether a prospective employee (or a potential successor) will be a productive contributor or a roadblock to success.

Why Role-Based Assessment?

Imagine for a moment that you must make a very important hiring decision. You may envision yourself as a senior executive in a company facing stiff competition, a middle manager in a fast-growing business or a small business owner who absolutely cannot afford to make a hiring mistake.

Through the use of resumes, references and interviews, you have identified the ‘finalist’ candidates. You also have assessment reports that describe each one’s IQ, personality, problem-solving skills and stress response. But you still feel unsure. Why? It’s because you have been through this process before and, despite the discipline and the documentation, the person you hired was a complete failure. “Why?” you ask yourself, “What was missing?"

Employers gather lots of data about the individual characteristics of job candidates, but they rarely find the answer to these crucial questions: Which of these people will fit best on my team? What are their “teaming” characteristics?

In organizations of any size, making an error when hiring or promoting a person can have very expensive and painful consequences.

Business leaders attempt to reduce or avoid these problems by spending billions of dollars every year on tests of personality, skills, knowledge and intelligence. Such tests do measure accurately, but they were not designed to predict team performance.

The behavioral scientists who created Role-Based Assessment had a specific goal: they wanted to deliver business value by predicting the quality of a person’s performance on a team./p>

Using Role-Based Assessment

Other assessment reports contain up to 70 pages of data and diagrams about individual traits. They may utilize codes, colors or animal names to describe a person. Virtually all require the manager to correlate, calibrate and infer how a person might actually perform.

In contrast, RBA reports contain short, direct statements about the way a person will interact with others in the workplace. Fundamental “teaming behaviors” are made clear by the Role name. It is easy to understand that an Explorer would excel in discovering new information or assets, that a Communicator can build positive community interaction, and that a Vision Former’s strengths include strategic planning, business development and modeling efficient operations.

RBA Reports identify three unique measures of behavior: Coherence, Role, and Teaming Characteristics. Coherence represents a person’s desire and ability to work productively with others; Role is the way a person seeks to meet specific needs within an organization; and Teaming Characteristics identify a range of factors that relate to “job-fit,” “team-fit” and other quality-of-hire concerns —including potential dysfunctional behaviors. Selecting Coherent people will fill your staff with strong, positive team players.

Matching a Coherent person’s job responsibilities to his or her Role will increase individual success and job satisfaction. Building teams of Coherent people whose Roles match the team’s goals and activities is the recipe for Coherent Human Infrastructure™ — a state of productive synergy that adds bottom-line value to any organization.

Coherent Human Infrastructure and the CHI Indicators™

Making the Workplace a Better Place to Work

As a natural extension of The Gabriel Institute’s focus on teaming behaviors, TGI has developed metrics and methods for evaluating and strengthening an organization’s human infrastructure. The measures of Coherent Human Infrastructure quality are called the CHI Indicators™ (pronounced ‘key’ or ‘chee’ as in ‘life-force’). Managers utilize the CHI Indicators to predict workplace performance in qualitative terms, by identifying the collective Coherence and job-fit of a team, and in quantitative terms that enable the diagnosis and repair of team performance problems.

By aggregating RBA data to determine Role Distribution™ and Coherence Ratio™, managers can:

• Assemble teams that are structured for success;
• Identify weaknesses/strengths in group behavior; and
• Obtain actionable objectives for improving team performance

Together, CHI Indicators and Role-Based Assessment form the foundation of innovative, high-value management consulting and organizational development capabilities. Any organization with a Coherent Human Infrastructure will perform better, grow faster, adapt more quickly and win more often.

Role-Based Assessment: Additional Background articles.

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