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Ways to Use the JPEA

Higher Productivity. Better Recruitment. Increased Morale.
 

WAYS TO USE THE JPEA™

In most cases, managers do very well at describing the tasks that must be performed and skills that employees must have in order to get the job done. To say that an employee is competent implies that he or she possesses the knowledge, skills and abilities required to be successful in the job. However, often overlooked are the behavioral requirements of the job, the behavioral preferences of the employee, and the goodness-of-fit between them. Also overlooked is the amount of support the organization provides the employee. This goodness-of-fit and level of support relate directly to the amount of energy the employee must expend in order to successfully perform the job. The JPEA™ permits a one-to-one comparison between the requirements of the job and the employee’s (or candidate’s) preferences in ten (10) work related areas, thereby identifying the areas of work, besides skill, that are likely to inhibit or promote their success.
Organizations of all types and sizes, across a wide variety of industries, have discovered that the JPEA™ contributes substantially to their success. Here are just a few of the ways in which the JPEA™ has provided sustainable results. Click on the link to find out more.

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Find Out Who is Using the JPEA
 

Recruitment, selection and placement.

The JPEA™ helps identify the critical requirements of a job and matches them to the way prospective employees prefer to work. With these results, you can effectively screen candidates, focus your interviews and place selected candidates in the job that’s right for them. The JPEA™ improves the quality of the interview process by truly assessing more than just skill; the JPEA™ measures the goodness of fit. It helps you avoid the high cost of poor choices. The JPEA informs the choice where traditional measures fall short. The JPEA™ is the missing link in effective hiring.

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New employee orientation

With the JPEA™, you can save time by helping new employees quickly understand how to be successful at their new job. A Job-Person (J-P) Match will clearly show the challenges a new employee will likely face and the support he/she will need to perform successfully.

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Team-building/partnering/conflict resolution

The JPEA™ compares the work style preferences of two or more people to pinpoint similarities and differences. Most high-performing teams need a variety of skills, talents, perspectives, and work styles. Once you understand these differences, team members can manage the challenges and build effective partnerships. The JPEA™ produces results in a language that facilitates communication about key work-related issues that are most likely to affect employee productivity, synergy, and fulfillment.

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Organization assessment

The JPEA™ identifies where your employee is, in three energy categories — Drain, Maintain, and Gain. The JPEA™ provides an accurate diagnosis of the state of your organization and facilitates dialogue to increase employee energy, morale and productivity. The JPEA™ gives people the opportunity to perform a job that benefits both the employer and the employee. It will also identify poor employee job fit and facilitate the design of sharply-focused employee development plans.

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Leadership development

Use the JPEA™ to identify potential challenges for leaders, as well as opportunities to overcome these challenges. The results of the JPEA™ can identify those who have a “heart” for management or leadership roles in the organization.

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Job design/redesign

For effective job design, the Job Assessment (J) and the Job Consensus identify required, expected or allowed behaviors. Used in concert, the JPEA™ allows employers to adjust the requirements of the job to match their ideal candidate, to help them produce favorable outcomes.

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Organizational climate survey

By combining the Environment Assessment (E) from a statistically-representative sample of employees within your organization, you can accurately identify your employees' perception of the level of support provided by the organization's systems, procedures and practices. With these data, you can identify areas for improvement. A baseline and subsequent follow-up assessments determine where you are improving, and where you need additional support. This process is known as the Aggregate Environment Assessment.

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Succession planning

The Job Assessment (J) can easily identify the required, expected or allowed behaviors for all job(s) that need to be filled. Then, use the Person Assessment (P) to determine the “goodness of fit” between prospective employees and the demands of the job.

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