Personality Assessments Part 2
June 9, 2003
Using Assessments to Develop Managers and
Others for Professional and Personal Growth (cont.)
By: Greg Smith
One client company used assessments to improve their hiring and recruiting process. Previously, they made hiring decisions based on the candidate's resume and then hired the person based on their "gut" reaction. Once hired, many of these new people created friction, had bad work ethics, and their attitudes had a negative impact on their coworkers.
By using assessments they created a visual benchmark (graphic) of their "top" performers. They used another profile to identify the values, emotional competencies, and behaviors needed for success based on the requirements needed by each department. (E.g. sales, customer service, management, tech support, quality assurance, etc.)
They had a roadmap for success. They identified the behavior patterns, communication styles, motivations, and attitudes of their top employees. In other words, they cloned their top performers.
These assessments measure individual attitudes, values, personal interests, and behavior with 85% accuracy. Now the company is able to screen out applicants who may have good interview skills, have a great resume, but none the less are not suited for the job. The process saves them thousands of dollars in costs and reduces a lot of frustrations.
Most assessments available on the market today can be administered on the Internet and generate an amazing amount of detail in areas such as:
- General characteristics
- Value to the organization
- Checklist for communicating
- Don'ts on communicating
- Ideal work environment
- Keys to motivating
- Keys to managing
- Areas for improvement
- Action plan for improvement
Successful management development programs first begin with self-analysis. When you understand behavior styles, then you have a roadmap for improved potential and enhanced communication.
As a management consultant, I am asked to work with groups of people who experience difficulty working together and/or meeting objectives. I worked with one organization that failed to reach their sales goals.
After completing a behavior assessment on each of the directors, the problem was clear. The executive director and two assistant directors possessed the same personality style--all three of them disliked confrontation. Their natural tendency was to go overboard to please people. They did like to hold people accountable. After they understood their natural tendencies, they were able to adapt and manage more effectively.
Developing people is less expensive than firing them. By understanding behavior differences an organization can align an employee's motivations with the company's mission. Assessments also help individuals reduce conflict and get along better. Furthermore, coworkers appreciate each person's unique strengths and abilities. With this knowledge organizations and managers can maximize the abilities of their workforce in ways to help make all employees star performers.
Free information: If you would like more advice on this subject please visit http://www.chartcourse.com/ttiassessmts.html
Gregory P. Smith shows businesses how to build productive and profitable work environments that attract, keep, and motivate their workforce. He is the author of the book, Here Today Here Tomorrow: Transforming Your Workforce from High Turnover to High-Retention. He speaks at conferences, conducts management training, and is the President of a management consulting firm called Chart Your Course International located in Conyers, Georgia. Phone him at 770-860-9464. More articles available: http://www.chartcourse.com
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