Job Benchmark

In this first step, the goal is to identify the soft skills the job requires -- if the job could talk, what would it say? We hire for hard skills and fire for lack of soft skills – hire people for what they know and fire them (eventually) for who they turn out to be.

When hiring to fill a particular position, many organizations fail to find the best match available because they hire for the skills necessary to do a particular job but do not pay sufficient attention to the behaviors that will make a person successful in that position in their environment.

Job descriptions describe the hard skills necessary, but no thought is given to the behavioral styles that will really determine whether the person will be able to perform as required.
The Job Benchmarking system was developed to assess the behaviors, Motivators and Core Competencies that are needed for successful performance in a particular job. By focusing on the aspects of what would make the incumbent successful, this system delivers an objective view of job requirements.

If the job itself could talk, this is what it would say about the behaviors needed for an incumbent to be successful.

To put together a Benchmark, a group of up to five people comprising a mix of the manager, incumbent (if appropriate), peers and subordinates complete a questionnaire about the job in question.

The online questionnaire comprises 150 questions designed to uncover the behavioral styles that the job calls for. Inevitably, different people within the hierarchy have different opinions about the rankings and it is important to capture all the different points of view.

Once the questionnaires have been completed, the reports of all the contributors are combined to create a merged benchmark report which describes the ideal behavioral, motivational and core competence metrix for the position.

It identifies styles, behaviors and values, and presents core competency information to show the soft skills required for the position. The merged benchmarking report also contains sample interview questions that can be used to focus on what have been identified as key areas.   

The Four Critical Steps to Hiring

  • Establish the Profile

    Make sure that you know what talent you are trying to hire. Start from scratch and take time to define the job rather than rushing and simply rehiring the person that you are replacing.    

    The Time Edge



  • Develop the Process

    Successful hiring depends on having real choices. Write advertisements that will attract a large pool of candidates and have a process so that heavy response levels don’t stretch your resources    .

    The Time Edge

  • Grade Candidates

    You can’t afford to rush the selection process. You need to have an effective screening process and evaluate candidate skills carefully in relation to the job profile you established.

    Edge Business Essentials

  • Evaluate and Execute

    It is essential to have a robust interviewing process. You need to have candidates interviewed thoroughly and then check references and do background checks.

    The Alternative Board