Finding The Right Career: Matching Your Behavioral Style with the Career that's Right for YouWritten by Arthur G. Schoeck
Ever wonder why some people get law degrees and never practice law? How about CPA who tried it awhile before realizing she just had to try something else? There are many doctors who do not practice. Why? Parental influence? Improper research? Not enough information initially? Erroneous assumptions? Lack of foresight? All of above? Although companies’ base 80% of their hiring decision on education (including skills and experience), 85% of turnover is due to BEHAVIORAL incompatibility. That is, optimum behaviors for position are too far removed from comfortable behaviors person prefers to exhibit. The occupational failures indicate these individuals did not realize what behaviors would have to be exhibited, or did not realize just how different those behaviors are from their own. Changing behaviors, which can only be a temporary adjustment, requires energy, causes stress, or can be very frustrating to individual. All of this takes away from job itself. They must first focus on change, and then on those skills they learned for job. It's not that they cannot do it - they just don't want to do it. When experts say 50% to 80% of people are in wrong job today, they are not talking about training or skills misplacement but about behavioral incompatibility. People have skills that can be applied to various fields in various industries. Whether education or experience is teacher, skills mean little if they don't like doing what it takes.
| | "Square One: Personality Impacts Job Fit"Written by Arthur G. Schoeck
Recently, one of my friends (let's call her Martha), president of a very successful distribution business, lamented firing of one of her key associates (Phyllis). Phyllis had been hired as a customer service rep in a new, telephone-based customer service effort that was acknowledged by Martha as a critical resource for her firm's growth in next two years. I had met both Martha and Phyllis at a trade show, and I was particularly impressed with initiative and energy of Phyllis, telemarketing freshman. However, when I ran her profile (we'll get to that in a moment), I could see she was under a lot of stress to be more like her boss, and less like herself. Her misguided zeal, to behave in an uncomfortable and unnatural way, would be her undoing. Later when Martha told me that Phyllis was no longer with firm, I was not surprised. What Martha had not done in interviewing process was predetermine behavior she needed, along with skills and experience necessary, and then evaluate impact Phyllis would have on her company. Impact technology is what I want to share with you in this article. It will help you screen-out well-meaning ("Sure, I like talking on phone!") misfits, who will not last as telemarketing professionals, and screen-in candidates who will enjoy responsibilities you outline for them. Hiring effective people has become a precarious undertaking in last few years, and many company executives find themselves mired in ruts of their less-than-successful experiences. Why Has Hiring Become So Difficult? Have you talked to a graduating college senior lately? The competition for good jobs is insane. Seniors spend so much time on subject of getting hired, you'd think they could earn a Ph.D. in "hiring science." Young people are disciplined in rigors of asking right questions, dressing for success, and knowing when to smile and when to be assertive. In short, they're schooled on how to impress an inexperienced interviewer. I'm fighting back! In 1928, a psychologist named William Marston wrote a book called The Emotions of Normal People. Although his text is too deep for most of us, profile I mentioned earlier is a direct result of his work. He theorized that everyone's personality is a blend of four basic characteristics: dominance (D), influence (I), steadiness (S) and compliance (C). Today, many refer to this concept as "DISC" theory. Although DISC theory has wide acceptance in psychology circles, businesspeople are just beginning to understand power of Marston's behavior principles. Let me briefly explain these four qualities. DISC Behavior Characteristics A person who exhibits high "D," or dominant, behavior takes an aggressive, sometimes demanding approach to problems. He (or she) undertakes challenging assignments, and is not afraid to confront his boss when situation doesn't suit him. This person is apt to say, "It's my way, or highway." Someone who displays high "I," or influencing, characteristics is friendly, persuasive and verbally aggressive. If you shut her (or him) in an office away from people or a telephone, her resume will back on street before day is done. She loves people and, correspondingly, has a strong desire to be "liked." If you ask her if she has a moment to talk, you're likely to get an earful! Characteristic number three is high "S," or steady, behavior. This person is easily identified by his (or her) patience and loyalty. He is one with 20-year pin in his lapel, who can be counted on to be on job day in and day out. With his "passive" aggressiveness, he will wait you out. He doesn't mind repetitive tasks, and prefers working on one thing at a time until it is completed. "Steady Eddie" describes him well. The final behavior in this mix is high "C," or compliant, individual. She (or he) wants to do things right first time, every time; and displays this as "defensive" aggressiveness. Her emphasis on quality and accuracy can sometimes drive Ds to distraction, but organizations count on her dependability in positions where exactness matters. She fears your criticism of her work, so you'd better bring plenty of evidence to table when you confront her with her mistakes. What Makes An Effective Telemarketer? Remember that what makes each of us unique is specific blend of four characteristics described. Very few of us display just one dominant characteristic. Most of us exhibit two primary behaviors and two recessive behaviors. Let me explain how this blend would occur in a typical customer representative (CSR) personality.
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