1. This is, at the same time, a simple yet tough question. However, we suggest that you try the following 2 steps:

    1.  Identify the critical characteristics for each position.

    Each position has its own requirements and measurements of success. To hire an employee for a position means to find the person who satifies the requirements and has what it takes to deliver the expected outcome. Hence, you should take time to analyse your positions, pinpoint the characteristics that has significant impact on succeeding with the job. 

    For example: A Client Service executive shall be patient, detail-oriented and sometimes needs to be skeptical. On the other hand, a Salesperson should be able to adapt quickly and work well under pressure as well as express their dominance enough the lead the conversation with the prospects..etc..

    2. Develop a behaviour-based questionnaire

    After you have done with step 1, it's time you build a concrete questionnaire, which shall aim to request your candidates to tell about their reactions in particular situations. 

    For example: If you want to examine the ability to work under pressure, the question shall be "Tell me about your experience with situations when work demands were high and deadlines pressed you to work long hours." and the candidate cannot answer with a simple "Yes/No" but a structured and concise story to show you - the interviewers that they are able to deal with pressure.

    You can lead your team to build this questionnaire on your own if you have had experience with this. Still, you can also ask for help from consultancy firms or assistance from such assessment tools as ProfileXT or Profiles Sales Assessment that suggest interview questions based on the candidate's core personality and your expectations about the position.

    However, remember to use a standardised criteria for a position. It means to use the same questions to assess candidates in the same positions, or else your effort on the questionnaire and understanding the candidates would go to nowhere.

    For more sharing about Recruitment tasks, visit our Webinar page: What's New in Recruitment Task? or simply contact us.

  2. top performers_greyFor more sharing about Workforce Recruitment and Management tasks, visit our Webinar page: How to Identify and Duplicate TOP performers? or simply contact us.

  3. To address this, you should implement communicating the purposes for KPIs setting and correct data collecting for Hiring Managers. By this way, not only HR department get the know the expectation of Hiring Managers and the requirements for the job to hire the right person but the Hiring Managers would acknowledge that the use of KPIs and correct data would help them identify who among their employeers are performing well and how good their performance is as well as who they should focus on developing more.

    If communicating the purposes does not work, which is not a common situation, you can even consider setting up an organisational rule, which requires Hiring Managers to provide you necessary information relating to the classification and assessment of employees.

    For more sharing about Workforce Recruitment and Management tasks, visit our Webinar page: How to Identify and Duplicate TOP performers? or simply contact us.

  4. We have been asked to map organisational competency frameworks which are built in-house with our Universal Leadership Competencies in Checkpoint 360 for many times. Of course, match percentage is not 100% as there are certain differences between them and in a more general scale, between a typical competency appraisal with a Checkpoint 360 survey. Here are 4 major differences that should be highlighted:


    Typical Competency appraisal

    Checkpoint 3600 survey

    Target audiences

    Employees at all organizational levels

    All levels of managers (who have direct reports)


    Usually a part of performance review

    Leadership assessment, separately from performance review

    Evaluating criteria

    Behaviours to enhance performance of self, team and organisation, job competencies of positions

    Behaviours to manage and develop self, team and organisation: Universal Leadership Competencies

    Evaluating method

    Behaviours within competencies are usually categorised into levels.

    Participants have to demonstrate the majority of their behaviours at the competency level equivalent to their current job level.

    -> At which level? How often?

    Behaviours within competencies are not categorised into levels as the behaviours are already built for managers. Participants are rated based on frequency of demonstration.

    -> How often?


    We hope that these 4 major points make it easier for you to tell apart our Checkpoint 360 survey from typical competency appraisal. Yet another takeaway for you is: Leadership and performance are two essential elements to any organisation, but these two should be separated when it comes to assessment for more objectivity.