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  • Assessment 101.1


    (October 19, 2001)If it's been a bad year for most of the industry, it's been the benchmark of ugliness in the Assessment sector. Technical bankruptcies, dramatic pullbacks, staff realignments and reorganizations amongst or Industrial Psychology bretheren have been the constant rhythm of the sector. We think the reasons for the changes are misunderstood.

    The assessment business is counter-cyclical.

    That is, if you want to balance a portfolio of business offerings, you'd marry an Applicant Tracking Business with an Assessment operation. We don't mean blending the two into a high end and complicated single purpose tool. Rather, the ups and downs of the sales cycles are extremely complementary.

    And, the future might have a couple of moments with both services are up.

    Our logic is pretty clean. When an organization is growing rapidly, it is less interested in the quality of a particular employment relationship and more interested in getting the proverbial "buns on seats". The sheer quantity problem of moving new talent into new facilities (what we've been doing for most of the past ten years) requires increasing sophistication in the management of Recruiting workflow. As hiring volume accelerates, the basic questions for an applicant involve Suitability (physical characteristics, references and drug tests).

    It's a simple equation: increasing volume means decreasing quality. While there are exceptions, we think that layoffs (and the incredible waste associated with them) are simple evidence that quality standards change with the economic cycle.

    Sophisticated assessment firms work in the "development and optimization" end of the spectrum we defined yesterday. They are most interesting when the predominant theme is "making do with what you have". When the emphasis is on increased quality, assessment is the answer.

    It was logical for most of the major assessment firms to migrate towards executive coaching and systems optimization in the mid 90s. With real growth acceleration in the early 90s (caused by the last economic downturn), they grew and grew until the economy started to be a Wonderland. By 1999, it seemed that any fool could grow a company. The underlying economy was a wondrous thing that we may never see again. The assessment companies ran into flatness and decline in their markets.

    Rightly, and uniformly, they recognized that assessment practice was changing and needed to be rearranged. So, major investments were made in companies like ePredix. Web based offerings became the fad. And still (because the economy buffered managers against mistakes), the Assessment companies fell short of their objectives.

    We see that changing quickly. Tightened borders, higher government demands for workers, tightened budgets, the potential for serious workforce displacement and the ever present skills dislocation problem conspire to create an environment that requires assessment programs. Should the existing companies begin to demonstrate real cost savings for their customers again, there will be another phase of growth in the industry.

    Interestingly, it will precede the restoration of demand for ATS. That means that shrewd Assessment companies (or investors wanting to enter that market) will be purchasing ATS systems by this time next year (after the books are in order and sobriety has returned to the management ranks).

    Then, and probably only then, will we see the emergence of tools that treat applicants as scarce resources rather than commodities designed to run up the backend ATS bill.

    - John Sumser © TwoColorHat. All Rights Reserved.

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         © TwoColorHat.
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