Human Resource (HR)
Category: General HR
To ensure high productivity and low turnover in the workplace, make sure your employees fit the requirements of their jobs.
Sounds simple enough, right?Yet both employees and employers often flounder in this area. Dazzled by salary or benefits or something else, potential employees cannot always discern if a job is a good match for them. Employers sometimes hire using their best instincts – and make decisions that turn out to be their worst.
A healthcare organization faced just such decision-making uncertainty when it sought to improve the low productivity of its enrollment specialists. Seeking a way to increase the frequency of hiring workers that excelled on the job, the organization turned to the ProfileXT™.
Using a concurrent study format, experts then developed a Job Match Pattern for the position of enrollment specialist. The 13 employees who exceeded expectations helped formulate the pattern. Leaders then put the Job Match Pattern side-by-side with the 60 enrollment specialists. They reviewed the sample’s ProfileXT percent matches, and decided that an overall Job Match Percent of 78 or higher best identified top performing employees. They selected 78 percent as the score to represent a good pairing of employee to the Job Match Pattern.
Employees who are well matched to their position tend to have higher attendance records, less turnover,higher job satisfaction, and superior job performance. Both the employee and the employer share the benefits of enhanced person-to-job fit and strong customer service characteristics.
As part of the Profiles International, Inc. line of products for employers, the Customer Service Profile™ is designed to facilitate achieving the best possible job fit. Our clients use the CSP to develop effective work teams, design optimal customer service departments based on their employees’ service perspective, help supervisors determine which approach will work best when working with a particular employee, and help develop customer service training plans.
Behavioral Characteristics help define who we are by influencing the behaviors we exhibit. As the strengths and combinations of our Behavioral Characteristics vary, so does our performance on the job.
The Performance Model
The Performance Model process represents an effective approach that minimizes the time required to efficiently describe jobs, people, and good matches. Once you have identified what is necessary for success in a position, you can build a Performance Model for each factor. The model consists of a range for each scale where the scores of the most effective performers tend to fall. The farther outside this range (model) a score falls, the less likely there will be a good fit of the individual to the job. The results are presented as a percent match to a specific Performance Model.
By using a Performance Model, it is easy to quickly identify when individuals fit well in job positions and when they may have to make adjustments. This information is important for job placement, job training and allows for the identification and presentation of specific interview questions for applicants and coaching comments for incumbents.
Using Performance Models
Once a good Performance Model has been created it may be used to match that job position to anyone who has taken the Customer Service Profile™. The Performance Model is composed of a range of scores for each scale. The farther outside this range (model) a score falls, the less likely there will be a good fit for the individual to the job concerning that particular factor. As mentioned earlier, job match is reported as a percent match to a specific model.
The range of reported job matches will be from 25% to 95%. The higher the match percent reported, the higher the expectancy the individual will fit well into the job under consideration. The further outside the model a score falls, the greater the chance the overall match will not be a strong one. The overall match is shown on the last page as a percent.
While this Performance Model approach to matching individuals to a job provides information of great value and should be a major part of people decisions when placing personnel, the results from any assessment should never make up more than one-third of the final decision. This is especially true when accurate job performance information is available for existing employees.
Jan Watson, President and founder of J.P. Watson Group, LLC, brings over 20 years of national and international sales and marketing experience from the medical device industry, as well as private practice. The Group’s mission is to assist clients with selecting and developing high-performance workforces through the use of state-of-the-art psychometric tools. Today’s corporate climate requires organizations to rely on their top performers and to identify and coach average employees into top performers. Strong workers, who are enthusiastic, focused, and in the right jobs, are the solid foundations of any business. Contact Jan at 850-529-8362 or visit her on the web at www.betterjobfit.com.
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The 77 million people that make up the US small business workforce would rank as the 17th most populous country in the world, just ahead of Iran;
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