There’s an old HR adage that says, “You hire them for what they know and you fire them for who they are”. In today’s every changing job market it can be challenging to seek, hire and cultivate the right candidate for any position in your organization and the expense can be overwhelming to your budget. You will have to hand off the extra work to another employee leading to possible overtime, stress and not to mention decreased morale and production. Oh the Joys of Seeking Quality Talent to fill any position in your organization! Markku Kauppinen, president of Extended DISC North America, Inc. writes; “The hiring process may begin with a recruitment ad that describes the job from a “skills needed” basis, which is only a small part of what is required for success in the job—and certainly not the most important. The problem is often compounded by the company’s desire to find a type of person who actually doesn’t exist in the real world—a “super” person who can live up to impossible criteria. Nearly every recruitment ad clamors for people who are competitive yet flexible, great team players, able to work independently, extroverted, analytical, introspective, good with numbers, excellent with people…and so on. No one person can be all of these things! The world is composed of people who fall into several basic, identifiable behavioral categories. Each behavioral style is unique and includes specific strengths and weaknesses. None are intrinsically or qualitatively better.”
If you have 10 individuals applying for the same position and they all have the same qualifications, how do you distinguish one from the other? If you are hiring a resume, you’re in luck. At the end of the day you put the resume in the draw and you’re done. We know that it is not that easy. From the resume you can’t tell who has the temperament to meet the demands of the job. What competencies do they possess that best meets the requirements for the position. You can’t tell if they truly have the key skills required for success. Fortunately, people generally gravitate to careers that best suit their personality and style. An example would be people oriented individuals would perform well in sales positions, but a detailed oriented, organized individual would perform well in an accounting position, which can make it a bit easier for you to make your decision. The challenge comes after you hire them. After they have been with the company for some time and you have trained them; you start to see their behavior and learn more about their true abilities and temperament. Now you start to second guess your hiring decision. Their Manager has a conversation with you regarding the recent hire asking to have them transferred to another department because they are not working. You try several options available to move the employee in the right position, but no luck. You are frustrated and disappointed, not to mention your boss is upset because you are over your department’s budget and the quarter is not over. If your company uses a behavior assessment, do not discard the assessment after the employee is hired. You will be doing you and your company a big favor by keeping the assessment in their file and referring back to it from time to time. Why you ask? Depending on the type of assessment, it will tell you a lot about your employee.
Some assessments can tell you about their temperament, competencies, how to best motivate them, areas of strength and areas they may need to work on. Making your decision to hire them easier and would be a great tool for their supervisor. Could you image how successful you would be if you had that type of an assessment at your fingertips for all your staff.
Behavior and personality assessments are not new, nor difficult or time consuming. If Behavior Assessments are not part of your hiring procedures, you may want to consider using them. You have enough in your “To Do” box. Make “Seeking Quality Talent to Hire” a priority and make it easier for you
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YPI Consultants, LLC
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