OMS for All Your People-Management Decisions
More productive management and smarter management decisions depend upon the quality and depth of information management develops and uses. The most difficult information to acquire and to organize has to do with people – their personalities and behaviors, their motivation, and their ability to adapt to changing workplace expectations and to the dynamics of change.
Organizational Management System offers executive and management decision-makers comprehensive and wide-ranging insights into personality, behavior, and motivation that facilitate any organization’s management responsiveness and ability to compete. These OMS applications include:
Job Analysis – Identifying Performance Criteria
1Analyze jobs to create precise, detailed models incorporating essential behaviors and motivating needs.
2Create multiple job models for a specific job to capture the different performance emphases and expectations associated with variances in job context
3Identify specific behavioral expectations to complement performance objectives in a hybrid performance management system.
1Using scientific algorithms, objectively compare employee and candidate OMS results to JAX job models to determine compatibility, behavioral and motivational fit, and development needs.
2Instantly determine the level of compatibility of one or multiple candidates to any number of current or prospective jobs.
3Identify specific candidate competencies and behaviors to probe during interviews and reference checks.
4Use behavioral data to improve the accuracy of succession planning decisions.
5Measure the effectiveness of succession planning in aligning people with jobs that fulfill their needs.
6Search the OMS database to identify employees with behaviors and motivation compatible to specific jobs.
7Measure the effectiveness of recruiting activities and campaigns for the organization and specific hiring units.
8Facilitate career planning by searching the JAX database to identify jobs that align closely with the behaviors and motivation of specific employees.
9Match sales and support people to the needs and requirements of specific accounts and buyers.
10Diagnose the causes of group and individual performance problems.
Recruitment and Technology Automation
1Fully automate the administration of OMS through your Internet career site and instantly prescreen candidates and rate their compatibility against multiple jobs.
2Integrate OMS functions and data with Applicant Tracking Systems and HRIS’s.
3Develop more focused, more relevant, and more appealing recruitment advertisements and communication pieces.
4Conduct more penetrating and more revealing candidate interviews and reference checks.
Facilitating Organizational Improvement and Change
1Analyze teams and work groups to determine the diversity of their styles and their talents in comparison to identified needs.
2Build teams to meet specific behavioral expectations and needs.
3Analyze team and work group behaviors to develop performance improvement tactics.
4Analyze work groups to identify the behavioral causes of performance problems or variances.
5Analyze work groups to determine the behavioral impact of training and management interventions.
6Analyze work groups to determine the motivation, behaviors, and adaptive behaviors associated with competencies and performance criteria, for example, leadership.
7Analyze employee groups to identify the impediments to organizational change initiatives.
8Analyze groups to identify the predominate work culture attributes associated with the organization as a whole and with specific work units.
9Analyze sales force abilities and align specific people with specific talents to specific markets or product/service offerings.
10Conduct analyses that identify the performance significance of specific behaviors, motivating needs, and job adaptations.
11Diagnose and identify specific behavioral features that are significant components of corporate, business unit or departmental work cultures.
12Evaluate the efficacy and salience of management policies, practices, and applied beliefs.
13Enhance Performance Management through the inclusion of realistic, relevant behavioral expectations.
Employee and Performance Development
1Give salespeople the knowledge and tools to identify different prospect and customer buyer styles and adapt their selling methods and tactics to each individual style.
2Give members of employee teams the insights and understanding needed to improve team cooperation, communication, and performance.
3Facilitate and improve interpersonal collaboration and communication.
4Augment sales and service by equipping employees in vital contact roles to be more understanding of and more responsive to personality-related differences in behavior and communication.