QUESTION: Is personality profiling a recruitment or a management tool?
The answer is both!
During four decades of coaching, however, we have noticed even the most enthusiastic user can slip into the trap of applying personality profiling solely to recruitment at the expense of investing in on-job-people-management.
The result of such neglect of this empowering interpersonal system is that too often the wrong candidate is engaged only to be subsequently let go. Or, the right candidate is engaged but poorly managed, only to defect to the competition.
Continuous coaching of your supervising staff is essential if they are to unleash the true potential of those in their care. Such effective coaching, keeps your organization ahead of your competitors, from whom you may recruit their better people!
Organisations Hire Their Problems!
By necessity, selecting is part of, not excluded from people-management, which is an essential continuation of recruitment; two sides of the same company coin.
Personality Profiling IN Selecting
Before you require a candidate to complete a personality self-description, it is vital your organisation possesses a personality job-description. This ’ideal’ is produced by the immediate supervisor overseeing a specific job-role, and endorsed by the executive floor.
Without this pre-recruiting ‘home-work’, no meaningful job-role discussion can transpire between recruiter and candidate pertaining to strengths and limitations of that person fulfilling that job-role.
NB: Prior to the interview commencing, successful candidate(s) complete their self-description. If it complements your job-description, dialogue commences when all the other data from resumes/CVs may be investigated. QED!
Personality Profiling IS Management
With a complementary match of person-and-job, the role of managing is, well, manageable. Your new recruit possesses the appropriate behaviour for the job you want performed as well as sustained motivation to keep doing it beyond minimum levels of required productivity. Your line managers may focus on managing-for-growth without the distraction of underperformers!
It is the responsibility and accountability of every serious business to maintain effective balance in five key inter-dependent areas for growth:
Though sub-headings to the above are individually focused, each shares the common master-headings of: Relate~Discover~Advocate~Support (to be revisited in a later paper).
The ongoing power to your organization of our S.M.A.R.T model, sustains workforce harmony, which directly determines whether you stay in business, especially during tougher times. Your measure of success is through increasing profits, with appropriate expansion!
To discuss this paper, or arrange your Introductory Workshop email firstname.lastname@example.org
Complicated IS Easy! Simple IS Hard!