"The Art of Hiring Smart: Find the Best Person for the Job"

Written by Arthur G. Schoeck


Continued from page 1

Still another common error is profiling only your top performers. Unless you profile your bottom performers as well, your information is invalid. If, for instance, your bottom performers scoredrepparttar same as top performers in a certain category, that trait could be an insignificant concern inrepparttar 104313 hiring process. Yet, testing justrepparttar 104314 top performers would narrow your field and decrease your chances of successful job matching. The benchmarking process is intended to improve productivity and performance butrepparttar 104315 opposite can occur if certain variables inrepparttar 104316 environment are not accounted for inrepparttar 104317 ranking process. It will not be an effective benchmark if your top ranking performers are in a "flush" market - that is, where almost anyone could do a good job. Other environmental factors such asrepparttar 104318 consistency of systems and procedures across all employees considered inrepparttar 104319 benchmarking process may also have a powerful influence. If only half of your team is computerized,repparttar 104320 behavioral job description may not berepparttar 104321 same at all. Likewise, communication behaviors appropriate for supporting Sales & Marketing staff is probably quite different from doing that same support work for Auditing. A better method is to have those who work, manage and knowrepparttar 104322 position do an objective behavioral job analysis, starting 'fromrepparttar 104323 beginning' - that is, don't look at current people, but evaluaterepparttar 104324 job itself. Some ofrepparttar 104325 newer tools onrepparttar 104326 market make this exercise convenient (15 to 20 minutes), accurate and inexpensive. Oncerepparttar 104327 ideal behaviors are prioritized,repparttar 104328 job description becomes much easier to define and fulfill. This refinement also acceleratesrepparttar 104329 orientation process, greatly reducing that period of time it takes to "getrepparttar 104330 feel" of a new job. Turnover is reduced, performance is enhanced.



Arthur G. Schoeck is the President & CEO of Data Dome, Inc., located in Atlanta, Georgia. Arthur is a behavioral strategist and communications expert, specializing in style-based behavioral strategy. Over 15,000 executives, managers, and employees have benefited directly from his workshops and seminars. For further information on products and services contact Data Dome, Inc. at www.datadome.com .


Finding The Right Career: Matching Your Behavioral Style with the Career that's Right for You

Written by Arthur G. Schoeck


Continued from page 1
Understandingrepparttar difference between what we can do and what we want to do is ofrepparttar 104312 utmost importance. So many managers still can't understand whyrepparttar 104313 employees they know can dorepparttar 104314 work are just not getting it done. The problem is usually from one of two conditions. Either they really don't know what behaviorsrepparttar 104315 company is looking for, or if they do know, those behaviors are too far removed fromrepparttar 104316 behaviors they prefer to exhibit. Though both are solvable,repparttar 104317 latter is easier to prevent, and prevention is extremely beneficial torepparttar 104318 bottom line. An ounce of prevention... Today, there are several inexpensive assessments that help individuals identify their behavioral style and which positions (with Directory of Occupational Titles classifications) would generally be most compatible with that style. Forrepparttar 104319 minutes it takes (30 or less) andrepparttar 104320 cost factor (usually under $100), it is inexcusable to spend years in training and education without first assessing.

Arthur G. Schoeck is the President & CEO of Data Dome, Inc., located in Atlanta, Georgia. Arthur is a behavioral strategist and communications expert, specializing in style-based behavioral strategy. In recent years, over 15,000 executives, managers, and employees have benefited directly from his workshops and seminars. For further information on products and services contact Data Dome, Inc. at www.datadome.com .


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