Interested in scaling up your insurance business? Want to build your client base? Sure, you do. You could be spinning your wheels, though, if you’re not taking a hard look at one thing: your talent.

Your company won’t grow or even function properly if you don’t have the right talent on board. And you can guarantee that tolerating the wrong people will tank your business.

So how do you analyze your current talent and figure out who’ll work best to achieve your growth goals?

Here’s how one program can help you assess whether your team has what it takes to make your organization thrive—and to transform your business.

Culture Index Survey: New Wave Assessment

Personality assessments have been around since the 1920s, so they’re established tools for measuring behavior.

One of the quickest to take is the Culture Index™ (CI) Survey—which is a business-focused personality inventory that provides talent data that allows leaders and hiring managers to reliably assess a current or potential employee’s fi t into a business unit or portfolio company.

The survey’s point is to help you “maximize your bottom line by optimizing your organization from the top down,” as the Culture Index, Inc. site indicates.

The talent data component can make all the difference for CEOs and management who know their goals and their numbers but also need an analytical tool—“real data,” according the Culture Index, Inc. site—that assesses their team’s talent.  Without that talent data, you’re flying blind as a leader.

Assessing Work Traits

The CI measures seven work-related traits, according to the site, that are used to create an analytic traits assessment report for each person who takes the survey; the assessment shows results in several key categories, including:

  • Autonomy: Are you in this for yourself or the team?
  • Social: Are you empathetic or objective?
  • Time Management: Are you super-focused on one task or can you handle several at a time?
  • Detail: Do you like the big picture or the individual dots?

Painless and Quick

Those taking the assessment are led to a landing page where they first enter their name, email, and birth date and month (but not year), and read a set of simple instructions and statements, which include the declaration that:

  • the Culture Index™ is a survey, not a test;
  • there is no perfect result;
  • only work-related behaviors are being measured;
  • intelligence is not being measured;
  • learning curve cannot be determined, and neither can age, ambition, race, gender, or religion; and
  • nothing abnormal or clinical can be determined.

Survey takers are also told that they must complete the process in one sitting—7 minutes should be set aside. Your company’s logo can appear at the top of the page.

Choosing the Best Descriptors

The assessment is really all about selecting the adjectives that best describe you.

You have 174 of them, each with a box to check. On the second page of the survey, respondents are asked to click on each word that they feel characterizes them.

On the third page, respondents are asked to click on each word they think represents a trait needed for them to be successful in their job.

You vs. “Work” You

The assessment generates two summaries of the individual—one describing their traits and one describing their job behavior.

Summary statements might say, “This individual may favor logic over emotions, but can see the value in using both when problem solving.” And, “This person is not utilizing their natural level of ingenuity in the work culture. This may result in feelings of under-utilization and morale issues.”

Deploying the Data

What’s vital for leaders as a next step is being able to make transformative business decisions based on these summaries. It’s critical to be able to accurately interpret the results to mobilize your business, and for that, you need skilled advisors.

“We get paid to tell the bloody truth,” says Jason Williford, a consultant and licensee at Culture Index, Inc., who has nine years’ experience as a Culture Index™ consultant. And sometimes that means touching real pain points for a leader and his or her business’ functionality, he adds.

Call it growing pains.

“We have grown from $6 million to $60 million in eight years very profitably,” recounts the CEO of a national manufacturer and distributor who’s used CI. “Without our consultant and the Culture Index Program, we would not be anywhere close to this level today. We have used many personality assessments in the past. But, nothing has touched the accuracy of what the CI Program brings.”

More importantly, the ability to use the data—mobilization of the objective data—is huge, says the CEO. “This is in the hands of our executive team and managers. We use it daily to make analytical decisions for long-term sustainable growth.”

Matching Roles With Results

Candidate filtering is another key use for the Culture Index™ Program.

Candidates take the assessment, either before an interview, or after.

Candidates are assessed on many factors, including resumés, interviews, past employment history, and skill-sets. Culture Index is additional objective data.

The Trait Match

What you are looking for depends on the position being filled. For example, sales people should have high autonomy and low patience, because sales people should be impatient; they should want to close the deal.

That’s largely opposite, of what many companies are looking for in customer service positions. Leaders should have autonomy and be able to take initiatives without a lot of direction, while accountants should be detail-oriented—and don’t have to be people persons. Customer service candidates should be extroverted, patient, and friendly.

Best Mixture

Naturally, it’s not the only tool used to gauge a candidate’s fit for a job.

The Culture Index may tell you about a person’s working styles but not how well they can verbally communicate, what makes them unique, or about their sense of humor. It gives the traits of a person, not the skill set.

The Bottom Line

What you want to cultivate is a business culture where you’re accurately assessing your talent with analytics so you can track ROI on your employee base, whether it’s measuring your candidates, managing your team, and motivating your top-tier talent so they stay on with you.

Ask yourself: Do you have the right people in the right place to hit your top and bottom line goals this year? Next year? Five years from now?