Assess the Talent of Candidates

Once your screening process has identified candidates you think meet your profile, you need to assess the top three to five you have found.

Different people behave differently, and these behaviors can block effective communication.

Some people are aggressive, decisive and like to multi-task; others like to analyze things more thoroughly and do one thing at a time. What often happens in the workplace is that people with different behavioral styles often have difficulty in working effectively with each other and this hinders effective teamwork and is counter-productive.

BEHAVIORAL STYLES 

Understanding your individual behavioral style is important. If you understand the concepts behind behavioral styles then communication becomes much easier and more effective because you start to identify the styles of others. This then translates into understanding the style requirements for certain jobs and leads to more effective hiring and teambuilding.

This can be accomplished with The Success Insights tool, which measures observable behavior and emotions in the following categories:

  • Dominance, Challenge – how you respond to problems and challenges.
  • Influence, Contacts – how you influence others to your point of view.    
  • Steadiness, Consistency – how you respond to the pace of the environment.
  • Compliance, Constraints – how you respond to rules and procedures set by others.

DISC is a simple instrument that enables businesses to look at their current and prospective employees using a swift, efficient and highly accurate process. Whether you are managing people, selling to them or hiring them, understanding their behaviors and the best way to communicate with them will make you more effective and more successful.     

This tool takes ten minutes to complete on-line and delivers a personalized report simultaneously to the manager and to the recipient. The assessment questionnaire comprises 24 sets of four questions where the respondent is asked to score each section based on “most” or “least” answers.  Based on the answers, a 22 page report is produced that analyzes the DISC styles and describes the respondent in the following areas:

  • Dos and Don’ts of communicating
  • Value to the organization
  • Ideal environment
  • Tendency under stress
  • Areas for improvement

WORKPLACE MOTIVATORS

When we hire somebody, it is the whole person that shows up. We may think that we have found the right fit in terms of skills and behaviors, but what if the values are inconsistent with the dictates of the job?

What if the salesman you have just hired really wants to be a doctor or if the collector really wants to raise money for charity? While these are extreme examples, people tend to be very unclear about what they really want and apply for jobs that simply do not suit them.

The behaviors that are measured in the DISC system are the “how” of our behaviors. The “why” is found in the beliefs and attitudes that ultimately make up our value system, and to overlook this in the assessment analysis can be disastrous. 

The Workplace Motivators report is a simple tool that enables businesses to look at the value system that will make an applicant successful in a particular position. By examining the values held by the individual and contrasting them with the values of the position and the organization, significant mistakes can be eliminated.  

Like Behaviors, the tool takes ten minutes to complete on-line and delivers a personalized report to the recipient. The assessment questionnaire comprises 12 categories of six statements each that must be ranked in order and that will define personal interests. For example under “personal motivators for me” the following choices are offered:

  • Being a leader
  • Continuing education
  • Being a good citizen
  • Helping others
  • Increasing my net worth
  • Arts/crafts

Inevitably, different people have a wide variety of different opinions about the rankings and the model produces an analysis of their values. By using this tool, the value system of existing employees can be better understood, while prospective candidates can be assessed more effectively.

PERSONAL TALENT AND SKILLS  

Today business success is measured in talent – the right talent for the job. The lack of job performance and resulting employee turnover mean missed business opportunities and increased costs. It is difficult to identify the core attributes needed to be successful in a particular job – and harder still to determine whether the candidates being considered possess those core attributes.

Managers are seeking more accurate ways to assess, develop and retain top talent. The Personal Talent Skills Inventory (PTSI) is unique in its ability to assess an individual’s cognitive structure, focusing on three dimensions of thought used in the process of thinking:

  • Systematic: the dimension of ideas, thinking and structure. Systems judgment and self direction are measured
  • Extrinsic: the dimension of things, doing and events. Practical thinking and role awareness are measured.
  • Intrinsic: the dimension of people, feelings and self awareness. Empathetic outlook and sense of self are measured. 

Along with the three dimensions of thought, the PTSI has a direct relationship with mathematics, and this makes it unlike other instruments of its kind. This is the secret behind its ability to measure the core dimensions of how we think. The result is an accurate ranking of personal talent skills describing individual potential for workplace performance. When combined with an assessment of behavioral traits and values, the PTSI provides the third component to assess an individual in a way that provides a complete picture of individual talent.

This tool takes twenty minutes to complete on-line and delivers a personalized report that identifies the score of each of the top twenty three core attributes and the score in each one. It measures such elements as:

  • Personal Accountability
  • Customer Focus
  • Goal Achievement
  • Results Orientation
  • Problem Solving

The PTSI has been validated in over 28 individual validation studies, conducted over 20 years by more than 19 separate examiners. It meets the standard of the EEOC. Ongoing research continues to underscore the value of this unique business tool.   

The Four Critical Steps to Hiring

  • Establish the Profile

    Make sure that you know what talent you are trying to hire. Start from scratch and take time to define the job rather than rushing and simply rehiring the person that you are replacing.    

    The Time Edge

     

     

  • Develop the Process

    Successful hiring depends on having real choices. Write advertisements that will attract a large pool of candidates and have a process so that heavy response levels don’t stretch your resources    .

    The Time Edge

  • Grade Candidates

    You can’t afford to rush the selection process. You need to have an effective screening process and evaluate candidate skills carefully in relation to the job profile you established.

    Edge Business Essentials

  • Evaluate and Execute

    It is essential to have a robust interviewing process. You need to have candidates interviewed thoroughly and then check references and do background checks.

    The Alternative Board