How can we predict performance, promotability, and retention among new hires? AQ helps improve a company’s bottom line.
Download all validation studies in PDF format.
Deloitte & Touche, LLP, Great Lakes Region
Overview
D&T had three goals: to assess the relationship of AQ and performance, to improve the performance and retention of its new hires, and to determine if higher-AQ professionals tend to be promoted sooner. D&T used a four-tier performance-rating system for all employees. This initial study also explored the predictive validity of AQ within D&T.
Results
AQ correlated positively with, and was a predictor of, performance and promotion at D&T. Higher-AQ individuals outperformed and were more likely to be promoted than their lower-AQ counterparts. Findings were statistically significant. Note that the middle two levels of performance were combined because the sample for each category was too small.
*The international mean for AQ is 147.5.
| Performance Category | AQ Mean* | |
|---|---|---|
| SEE | Significantly Exceeding Expectations | 162 |
| EE | Exceeding Expectations | 149 |
| ME | Meeting Expectations | 149 |
| MSE | Meeting Some Expectations | 144 |
| Average AQ of those promoted | 161 | |
Version 6.0 of the AQ Profile had a mean of 147.5. The mean, range, median, and mode differ on the current version, 8.1. The two versions should not be directly or statistically compared.
“We are seeing something powerful as our new experienced hires implement their knowledge of AQ. Turnover is down, and new hires face the obstacles and setbacks in their new environment with greater agility, fortitude, and resilience than ever before. That translates very positively to the bottom line.” —Director of Human Resources
