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If a job could talk, it would tell us exactly what sort of person it required for superior performance. Because jobs can’t talk, we've had to find other methods to discern critical success factors for positions. The hard skills for a job are fairly easy to determine, things like level of education, experience and skills. What is sometimes harder to determine is what “type of person” would be most successful, as well as fit within your organisation.
The position benchmarking process has the ability to identify the natural talents required for superior performance and measure people against them. Armed with this information, you'll be able to make more effective decisions about where people “fit” in your organisation (if at all). A position benchmark also provides another “piece to the puzzle” when making decisions on new hires, promotions and in merger situations.
Typically there are several stages to creating and implementing a position benchmark. These are outlined below:
1. Setup – To complete a position benchmark we need to do several things like identifying the subject matter experts (SME), setting up meetings and explaining the process to those that will be involved.
2. Creating the Benchmark – This step involves exploring the job requirements and getting these clear. Each SME will respond to a questionnaire about the role and we will combine their responses to create an average (or the position benchmark).
3. Compare the People/Benchmark – This stage is about putting the benchmark into action by comparing the people (new or existing) to the job.
4. Coaching and Development – Using the information from the comparison we can create individual development plans and prescribe development materials to allow people to perform at their absolute best.
5. Setup Ongoing Process – To assist managers get the most from a position benchmark it is important to set up simple processes for maximising the investment including a process for use in recruitment, development and management of people within the business.
Conventional wisdom tells us to look at our top performers and try to find carbon copies of them. One of the challenges we face when basing a benchmark on top performers can be just because a person is a top performer in a business does not mean they are the best possible person for the role. For example perhaps the business is not the top performer in the industry. This means we are not benchmarking the very best people for the role, just the very best we have access to.
The Position Benchmarking process allows us to remove our own bias to what makes a superior performer and focus purely on the job. This allows for more informed hiring decisions that ultimately saves time, money and energy in the recruitment, development and retention of great people. To learn more about the benchmarking process and what it can do for you contact us today.
 
Distributor Opportunities
 We work with many trainers, consultants, coaches and recruitment companies around the country. As a coach, trainer or consultant you can access each of our profiling tools and place you own marketing tags and information on them. DTS guarantees the best distributor support and assistance in the country.
To learn more about opportunities as a distributor contact us on:
02 9360 5111 or email
DTS International
Phone: 02 9360 5111
Fax: 02 9360 5199
Address: 54 Flinders Street Darlinghurst NSW 2010
E-mail:
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