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ISM Article

The Bottom Line: Evaluate Whether to Hire or Not

1 May, 2012 By: Rich Sissen imageSource


chalkboardWe know that hiring the right person for the right job is not an easy task. We know that some people “interview well” and like it or not, may enhance their resumes to reflect information that will match each prospective employer’s job experience demands. Therefore, we know from the start that it takes more “HR” effort than one would imagine if you’re looking to hire someone with the best credentials to meet your objectives.

The bottom line is, your real objective of assessing people is to determine with a high degree of validity their potential contribution to the success of your operation. Let’s review and in some cases, revisit the Evaluation Process.

What is Behavioral Evaluation?

This 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 and Ambition, (2) Behavior Pattern, and (3) Behavioral Energy, which determine a person’s job comfort and how successful he 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 substantial. 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. Most 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 absense of the three controlling factors. Overall job performance is determined by whether or not an individual can and will use his skills, capacitites and aptitudes to his best advantage in a given job.

Key Behavioral Evaluation Areashiremepleasework

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 Behavioral 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?

Behavior patterns of people show that they tend to behave much the same way day in and day out. Everyone’s behavior pattern is based upon the attitudes acquired toward him or herself, 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 views and 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. Socialability 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. This is 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 level and 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. An individual simply cannot keep up the pace required for the job unless his natural endurance corresponds to the degree of energy required for the job. High energy also gives the individual the ability to cope with frustration longer without affecting his work.

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?

After reviewing this information you now have real tools at your fingertips to properly assess individuals to ensure hiring the right person for the job…or know why not!




About the Author: Rich Sissen


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