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Personal Assessments: Hire or Not?

1 Apr, 2010 By: Rich Sissens imageSource

Personal Assessments: Hire or Not?

The objective of assessing people is to determine with a
high degree of validity, their potential contribution to the success of your
operation.  The Behavioral Evaluation is a valuable tool in your selection of
potentially successful individuals. The information gained from this evaluation
and its skillful use provide a good understanding of employees, and this
understanding leads to more effective people management.

An individual’s potential for success can be related to an
equilateral triangle. The Behavioral Evaluation predicts three controlling
factors i.e. (1) Drive & Ambition, (2) Behavior Pattern, and
Behavioral Energy, which determine a person’s Job Comfort and how
successful he/she will be in a given job situation.

The sides of the triangle represent the three controlling
factors. When all three are present in equal and substantial amounts, the
triangle will appear as illustrated. One side of the triangle is shortened when
any one of these factors is weak, thus the “job comfort” level is reduced. An
individual can achieve maximum job success when these factors are equal and

Job success and job satisfaction are directly related to
the “comfort” level or compatibility of a person’s natural pattern of behavior
and the behavior pattern required by the total work situation. People have far
more capacities, intelligence and skills than they ever use. People often fail
from insufficient use rather than lack of capacities. We predict how a person
will use his skills, capacities and aptitudes in a particular job from the
presence or absence of the three controlling factors.

Overall job performance is determined by whether or not an
individual can and will use his skills, capacities and aptitudes to his best
advantage in a given job.

Behavioral Evaluation

The Behavioral Evaluation consists of descriptions in six behavioral areas
plus a section of analytic comments and conclusions called the Success Profile.
The Behavioral Evaluation is designed so all parts are essential.

A color code is assigned to each evaluation by the analyst.
The color code is an overall rating of the person’s behavior for a particular
job. The color code is not indicated on the Behavioral Evaluation for people
currently in a client organization due to the possible “labeling” problem. This
makes it possible to share much of the Behavioral Evaluation with the employee
so he understands his potential performance in the job.

Drive and ambition are the attitudes an individual brings
to the job regarding personal achievement which determine his level of drive and
ambition. How strong is his need to gain the rewards of success and how hard
will he work for these benefits?  Does he take things as they come?  Is he
complacent? Does he feel a real need for higher income or greater recognition?

Behavioral Patterns

People tend to behave much the same way day in and day out. Everyone’s behavior
pattern is based upon the attitudes acquired toward himself and toward life. It
becomes almost impossible to alter your behavior pattern for any length of time
and remain comfortable after you have adopted your life’s attitudes and thus
your behavior pattern.

Aggressiveness is an individual’s need to take charge and
be a controlling influence on his surroundings. Is he reluctant to take
initiative? Would he rather follow than lead?  Is he easily discouraged? Is he
decisive and oriented toward direct action? Is he assertive, forceful and
compulsive? Does he enjoy having authority?

Sociability is an individual’s desire to be involved with
people. Social ability is a vital part of a person’s ability to interrelate with
others in the job situation. Is he a poor mixer, shy and bashful? Is he helpful
only when asked? Does he have a tendency to be bold, outspoken and direct? Is it
natural for him to be congenial, fluent and easy to like? Does he actively seek
to meet people? Is he normally a good mixer who is influential and enthusiastic?

Ability to overcome resistance. The attitude of persistence
and self-confidence a person has concerning his objectives. Is the individual
likely to procrastinate or give in easily?  Is he overly sympathetic to
another’s viewpoint? Does he avoid controversy? Will he stick to his own
convictions and be convincing?  Does he have a natural desire to be persuasive
and influential?

Behavioral energy is the individual’s level of vitality,
intensity and overall behavioral energy. The intrinsic guide to how much
behavior can be projected into the work situation and for what period of time. A
person cannot role play uncomfortable behavior indefinitely. Depending upon his
level of behavioral energy, he can do so for a short time period, i.e, during an
interview and for a minimum time after job acceptance. The higher the behavioral
energy, the longer he can project different kinds of behavior. An individual
simply cannot keep up the pace required for the job unless his natural vitality
and endurance correspond to the degree of behavioral energy required for the

Motivation is an individual’s needs and values. All people
are not motivated to reach the same kinds of goals. Does the person have a
strong money motive? Does he seek influence and independence? Is he primarily
concerned with security and social approval? Will his motives help or hinder him
on the job?

Richard Sissen has 30 years experience in theoffice
equipment industry including with a major manufacturer and as an owner operator
of a copier & facsimile dealership for 18 years. The last ten years he has been
a management consultant for the industry within his own firm Sissen and
Associates. Contact him at 314-570-0430, RichSissen@aol.com or

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