Companies spend a lot of time and money trying to identify "good fit" in their employment. Choosing an applicant is driven by a magical, mystical idea of making a good fit decision.
Obviously, the first step usually involves corresponding working conditions with the applicant's background experience. Immediately away, the match begins to break down because so much screening is now subject to a business deal and not much else.
Even if the review works well, the next step will take the candidate through an interview. Here's where it will be very fun.
First, well-trained applicants can be interviewed with attitude, but not very important to the company. Badly trained recruiters who may only intervene (ie, they are not in full-time job), do not have the right skills to get the maximum value from the interview. So the "good fit" effort takes another hit.
With these two key threads suffered, the station is the last resort look and feel test. Does a candidate work and feel like a right person at work? Unfortunately, this often takes us back to an untrained interviewer who sincerely writes someone who looks like, or just as they do, provided that the coordination of nuclear protection and visionaries will work.
Have any nerves yet?
Do I contact my nerves yet? How do you have good skills to do it so far?
Yes, a good match choice is a much more complex challenge for companies and their business. Even more important is the unit manager who participates in the electoral process.
Finding a good match requires that you can identify what it means for the company and the team. Jim Collins in his "Good to Great" talks about this challenge as "getting the right people on the bus". When your business defines core value and vision, key individuals become unique skills that can make things happen. Hiring someone shortly affecting the final outcome, not to mention the headache and responsibility to issue a "bad person" employee.
The popular entrepreneurial operating system, or "EOS", describes the kind of analysis of the site through the organization. First, you bind the role and responsibility of each workstation to the overall role of the company / future. You set the value for each position; value contributed to the company or the value of each slot. Then and only then you look at the person who fills this seat or is registered for a seat. Does the person have the skills and abilities to deliver the expectations you have previously defined for that position? Now it's fit.
There are some new ways the companies are trying to do more for a good fit. Here are some basic ideas.
Many business companies have developed a basic qualification test to determine candidates ability to meet basic requirements. Unfortunately, companies in need of solids have a solid foundation, but too few jobseekers can demonstrate core skills such as reading, math and simple logic.
One president of a local manufacturer told me that he had accepted both a Qualification Test and one MILES basic question for each interview. He takes a sheet and writes five-digit numbers like 52,698. He gives it to the applicant and asks "what's 10% of that number?" This manager swears that after examining 800 interviews in his career, less than 100 applicants could answer that question. [The answer is 5,269.8]
With one of the companies I owned, we developed a test for jobseekers. We had a sample directory folder that had numerous documents about the work we did. The applicant was given a checklist and said to find the appropriate document from the folder, adjust the file according to the checklist and tell us if something was missing. An individual with talent could complete the file for 20 minutes. Anyone who does not really know the work had no way to fake it.
Ever since Karl Jung developed the first 4-character personality classification system, there have been spinning elements generally accepted by major companies. These include DISC, Myers Briggs MBTI (R) and Birkman tests. While Jung-based psychology provides interesting personalities, it is only possible to interpret the complexity of human and long-term thinking in the workplace. Whether someone scores INTJ or ENFT will only go so far as to help the manager make a good decision.
All monitoring of personality estimates with IRR versus extrovert is under scrutiny now. It is a physical job that is being researched which refers to ambiverts (people who show either or both as the situation is) are a larger part of the works as well as they have proven to be better artists.
Emotional Spy Testing or "EI" has become a popular subject to clean and explore better-suited situations. We probably know people who are champions in controlling their feelings. They will not be angry in stressful situations. Instead, they have the ability to look at problems and find a quiet solution. They are excellent decisions, and they know when to trust their intuition. However, regardless of their strengths, they are usually willing to look at themselves. They take criticism well, and they know when to use it to improve their performance.
People like this have a lot of emotional intelligence or EI. They know themselves very well and can also feel the emotional needs of others.
For example, one large cosmetic company has recently revised its recruitment process for dealers to choose candidates based on them. Outcome? People hired by the new system have sold an average of $ 91,000 more than dealers selected under the old scheme. There has also been a significantly lower turnover of employees among the group chosen for their EI.
Companies that try to define their own culture must define candidates that fit the culture. Whether the elements are ethical, training, expertise or attitude, the company helps identify skills.
From Entrepreneur Magazine:
Since it is not denied that cultural competence is important, make sure you really know what it is before you judge candidates. It's easy to fake cultural talent for personal reasons – just because you do not mind being stuck at the airport with the applicant does not necessarily mean he is very good for your business.
Appointment of applicants should not be so divided as to create a riff among employees, but you should not be afraid to hire someone who stands for your personality on your own. If you think that a candidate would do their job with your business while you continue to decorum, then this candidate could be a cultural match.
A great fit is very important for the power of your thinking and heart's love . Managers who enter the hearts and minds of the team will deliver the most results. Having employees who are not open to contribute at this stage will never be good.
Using the devices mentioned above can provide an insight into how people can fit your team well. However, your own talent as a leader in managing, encouraging and instilling matches within the team.