The COBRA (Console Operator Basic Requirements Assessment) test has been used successfully as a selection test for a variety of entry-level operator jobs since 1993. We estimate that over 50,000 job applicants have been screened with the test at 100+ operating facilities worldwide.

Companies generally have two options in using COBRA. They can use it to screen job applicants or they can use it to screen existing employees.

Recently there has been increased interest in companies wanting to use COBRA with their existing employees. For example, a company that has never used COBRA may want to evaluate their field operators to identify those most likely to succeed as console operators. 
COBRA is well suited for this because it functions much like a trainability test for the console operator job and it provides a realistic job preview.

Are there any special considerations when using COBRA with your existing employees?  “Yes, there are some things you will want to consider”, says Dr. Doug Rosenthal, President, JPS.  “For one thing, with employees, COBRA is most often used to provide additional information about the employee, rather than be used as the sole deciding factor. Since you are dealing with employees (instead of job applicants) you have the advantage of knowing their past job performance. So, our clients tend to pull together information from several sources (such as COBRA scores, interviews, supervisor recommendations, work preference, past job performance) to look at the overall picture when making their final selection.  Secondly, employees will likely want to know how they performed on COBRA.

COBRA (Console Operator Basic Requirements Assessment)

For test security reasons, we do not recommend you communicate their final score. If you do decide to share information with your employees, many of our clients simply tell them they performed below average, average, or above average. Finally, if you are using COBRA for union-represented positions, you will want to be sure that you are in compliance with any union contracts that might be in place regarding testing and selection.”      

Whether it is used to screen job applicants or existing employees, COBRA is a keystone to achieving operational excellence. Our customers tell us it improves the competency of their workforce as well as the safety and efficiency of their operation.

If you would like more information about using COBRA with your existing employees or to learn more about our services, please contact us at COBRASales@jps-usa.com.

Late last year JPS began a project with a specialty chemicals manufacturer in the Midwest. The plant produces materials using both batch and semi-continuous processes.

The plant manager, while coordinating a successful operation, knew that to remain competitive and have continued success would require further optimization of their manufacturing operations. He and his operations manager brought JPS in to conduct an operational analysis of the plant. One of the goals was to determine ways for area supervisors to work more efficiently, devote less time to routine tasks, and focus on process improvements in safety, productivity, and the quality of products produced by their operations associates.

JPS evaluated the supervisor’s daily tasks performed by area, as well as the positions they supervised, by applying our task analysis process. JPS used this information to propose a number of strategies which they could follow to enhance the performance of area supervisors, operations associates, and maintenance technicians.

As a result of JPS’ recommendations, the plant implemented changes including redistributing supervisor tasks, adding a day shift maintenance supervisor, merging certain operating positions, and providing supervisors with additional management skills training.

The initial evaluation effort led to the next two phases of their improvement efforts.  First, JPS met with the plant’s management team to help them optimize their mission, vision and strategies for the plant’s operation over the next twelve months.  Next came the most critical part of the effort – developing a comprehensive supervisor development program. The management team’s objective was to transform their supervisors from managers of activities (plans, schedules, maintenance repairs, etc.) to managers of people and work processes.   

The second step was JPS’ crafting of a custom five-day supervisory development program that focused on behavioral leadership, coaching, conflict resolution, time management, and crew development. The program was filled with interactive sessions where the supervisors could use, question and critique these skills in a non-threatening, controlled setting. Our belief is that to properly learn management skills, people must be able to practice them in a safe zone where individuals can fine tune their own management style while applying the concepts to real life scenarios.

JPS facilitated the five day class in August for operating and maintenance supervisors at an off-site location. The supervisors are now back in the plant with their newly learned and practiced tool kit of skills. The plant’s supervisors also have a long range business plan and specific metrics to track to ensure success.  Initial observations are showing a positive improvement in performance. JPS is preparing to further assist the plant in this innovative effort to enhance the supervisors’ management skills for their continuous improvement of a safe and highly profitable operation.

Dave Lucas, JPS Consultant   

Kris Ritter joined the JPS team in October 2009 as the HR/Office Manager. I asked Kris a few questions about her background and services she uses to assist clients. Here are her responses.

Q: What is your HR background and work experience?

A: I have about seven years of HR experience ranging from non-profit work to small business and consulting roles. I have worked with companies based in Washington DC, Maryland, Virginia and Michigan and supported both domestic and international employees.

Q: What is your educational background and how does it tie into your HR background?

A: I received my bachelors degree in communications and general business administration from Michigan State University (Go Green!) and my masters degree in HR management from Central Michigan University. I think that the HR management program that I went through was very helpful in giving me a broad foundation of HR knowledge to build upon. Obviously most of my learning and education on the subject has come from some of the wonderful and challenging experiences I have had on the job.

Q: As the JPS HR/Office Manager what services will you use to assist our clients?

JPS is happy to Spotlight:

Kris Ritter
JPS, HR/Office Manager