3 Tests to Hire the Best

Written by Michael Mercer, Ph.D.

Question: What’srepparttar easiest, cheapest and quickest way to have profitable, productive, and honest employees?

Answer: Hire profitable, productive, honest people!

Unfortunately, managers often hire underachievers or losers.

Fortunately, pre-employment tests give managers a simple-to-use, quick, customizable way to hirerepparttar 119440 best.

Only 1 Reason to Screen Applicants The sole reason to assess applicants is to predict – or forecast – how an applicant will behave on-the-job BEFORE you hirerepparttar 119441 person. It proves crucial to prediction this before hiring an applicant, rather than finding outrepparttar 119442 expensive way after you putrepparttar 119443 person on your payroll.

The main methods used to predict if an applicant will succeed on-the-job are A. Interviews B. Reference Checks C. Pre-employment Tests

Alarming Research Large-scale research discovered most interviewers and reference checks make lousy predictions of actual on-the-job performance. Interviews and reference checks often are about as useful as flipping a coin!

Onrepparttar 119444 bright side, pre-employment tests prove to berepparttar 119445 best forecasters of actual on-the-job performance. Reason: Tests are developed with scientific research techniques so they objectively predict how an applicant will act on-the-job. In contrast, interviews and reference checks typically offer only subjective “guesstimates” of an applicant’s work potential. 3 Types of Tests

Traits required for job success boil down to A + B + C: A = Abilities – mental abilities or brainpower to dorepparttar 119446 job B = Behavior – interpersonal skills, personality and motivations needed to succeed C = Character – work ethic, trustworthiness, and no substance abuse As such, A + B + C = Success on-the-job. Importantly, you can use tests to predict an applicant’s Abilities, Behavior, and Character.

A = Abilities Tests Did you ever hire someone and, later, horrifyingly discoverrepparttar 119447 person hadrepparttar 119448 IQ of tire pressure? That person did not have brainpower to (a) learnrepparttar 119449 job or (b) solve problems on-the-job. Abilities tests help you avoid hiring people who lack brainpower to learn and dorepparttar 119450 job. Five abilities tests tell you how wellrepparttar 119451 applicant handles 1. Problem-Solving 2. Vocabulary 3. Arithmetic 4. Grammar, Spelling, & Word Use 5. Small Details

B = Behavior Tests Each job requires crucial behaviors. For example, my research shows superstar sales reps often are money motivated, optimistic, and assertive. Many jobs require teamwork, friendliness, and customer service. To help you, behavior tests forecast applicants’ 1. Interpersonal Skills 2. Personality 3. Motivations

For instance, a behavior test predicts three interpersonal skills: (a) friendliness, (b) assertiveness, and (c) teamwork. Five personality traits assessed include (a) energy level (b) optimism, (c) objectivity, (d) procedure-following, and (e) desire to focus on feelings or facts.

Get Angry And Then Get Results

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119439 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 510

Summary: Many leadership situations are emotionally-charged, with leaders often beingrepparttar 119440 targets of people's anger. As a leader, you must deal with that anger in ways that helps your organization flourish. But in such situations, you often get angry too. The most effective way to deal with your own anger is to use it to achieve great results.

Get Angry And Then Get Results By Brent Filson

Leadership is not about winning a popularity contest, it's about getting great results. To do so, leaders must challenge people not to do what they want to do but what they don't want to do.

This means getting people out of being comfortable achieving average results to being uncomfortable doing what's needed to get great results. Of course, people so challenged will often get angry with you.

Provoking people's anger comes withrepparttar 119441 territory of being a challenging leader. In fact, if you are not getting a portion ofrepparttar 119442 people you lead angry with you, you may not be challenging them enough.

This does not mean you let their anger fester. You absolutely must deal with it. After all, you can't motivate angry, resentful people to be your cause leaders.

But there is another angry person you have to deal with. If you don't deal with that person, you won't be able to getrepparttar 119443 results you're capable of. That person is you.

For just as people get angry in a challenging leadership situation, so do you. It's only natural. You may get angry at their not understandingrepparttar 119444 challenge, or their not takingrepparttar 119445 action you want, or their not listening to you, or their not being totally committed to doing what you think is important, or their disobeying you, or their trying to undermine your leader, or any number of things.

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