Ferguson McKenzie was formed in June 2003 to address a gap in the HR marketplace. Traditional selection methodologies had become tired, with familiar competency-based techniques leading to over-prepared candidates and rehearsed responses.
Even at best, Competency-Based techniques have an accuracy rate of 52% in predicting future performance. A large part of the problem is that having the skills to do the job is different from having the motivation to do it. Ferguson McKenzie quickly realised that past performance was the best predictor of future performance and searched for a solution which built on the foundations of competency frameworks but identified not just the competency but the desire to do the job.
That solution is Performance-Based Selection.
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