When it comes to Recruitment, there are always options, many however opt for the Standard Approach.
This provides that the majority of organisations whether large or small, employ by intuitive questions, a focus on politics, convenience, seniority, longevity or credentials. Otherwise described as "We have always done it this way"
Difficulties arise when compatibility is not measured and the role alone, not the purpose becomes the focus.
Impact to the Business.
Recruitment is one of the largest expenses a business undertakes and is measured by the longevity, culture and development opportunities across the entire organisation.
Australia currently stands in 11th place on an International scale for a disengaged workforce. This is experienced as an incredibly low average retention or tenure rate reflecting major issues in recruitment, team cohesion, suitable management placement including timing and purpose, as well as a reduced focused on training and development leading to disengagement in the workplace.
A 2018 Gallup report identified 14% of the Australian workforce are actively engaged. 71% disengaged and 15% actively disengaged. The common resolve til now being workforce replacement not identification and development.
To clarify, 'disengaged' refers to an employee not aligned to the Vision, Values, Goals of the organisation. Actively disengaged refers to actively opposing or undermining these Values.
In the majority of cases, this was seen to be active from across Management and duplicated by poor employee advancement.
Dr Marc White, CEO and President of Canada’s Work Wellness and Disability Prevention Institute, said:
"Employers needed to step up and take responsibility for the physical and mental wellbeing of all employees. In Australia and around the world, our inability to create psychologically safe workplaces means we are effectively stuck in the Dark Ages of employee engagement”
The total cost on the Australian economy is AUD70 billion, an amount which continues to escalate year on year since 2000.
So how can we resolve this ?
Profiling ensures an organisation recruits for the best fit, not an assumed fit.
Profiling ensures peace of mind where all aspects of the individual are identified, allocated according to the role at hand, outcomes the business seeks to achieve, and measurable before situations arise.
Advertising the Role:
Often we read job descriptions requesting all elements of profiling assessments, both unreasonable and near impossible. We cannot be "everything to everyone"
Being clear on the role and DISC profile ensures clarity when advertising and qualifying a candidate before or after a role is advertised.
Before, when the behavioural skills are clear and the role itself may change or the requirements of the role have changed over time. In this instance, the skills may be written into the job description advertised.
After, when the job description is clear and the personality or nehabiours required to achieve the goals need be identified and written into the description of the role before the interview process begins.
In doing it saves time, energy, finances and provides direct conversations, pre-identified needs and measurable compatibility to suit the purpose required. eg.
A strong D personality is suitable for undergoing organisational change
A strong I personality works well in motivating people for development and additional opportunities
A strong S personality suits nuturing relationships
A strong C personality works well for process orientation
As an example, please see the chart below providing a basic summary of each D - I - S - C elements
When considering our options, an organisation needs to seriously consider what Attributes are identified ?
Extended DISC profiling identifies:
Avoidance areas (fears)
(desired) Type Outcomes
Impact toward retention, productivity, profitability, team inclusion
When an organisation identifies team types and maps this before employing a new Manager, leader or team member, we may anticipate the best match to suit the businesses needs.
We may identify what works and doesn’t work as a team operation, and provide the opportunity to shuffle roles to enable greater cooperation and cohesion
When recruiting, it is best to identify how the choice will support the team, the manager and the business focus not just replacing a role or assumption, seniority, convenience, politics, longevity
Recruitment is like tetris, finding the right person to complement the team to achieve the results desired
Profiling helps to explain what will complement, motivate, avoid or be aware of and align all to purpose/ KPI’s/ outcome. It is the ultimate development tool for both the short and long term direction.
More and more Australian organisations, both small and large, are using behavioural profiling to understand their people's strengths, development areas, what motivates and demotivates them, and how best to communicate and retain team members.
Understanding a person's behavioural strengths helps build happy and committed people.
An online psychometric assessment is comprised of 24 questions providing clear, concise and relevant information into human behaviour.
The assessment identify’s both a person’s ‘natural’ AND ‘learned’ behaviours; something many profiling tools fail to do.
Reports identify up to 160 different behavioural styles
How is this reflected in your business for recruitment methods ?
Do you employ based on role or features of the behaviours required to achieve the goals at hand
What are those goals : How are they identified, measured, modelled, replicated ?
What replacement strategies does your organisation have in place to support the growth of all members, leadership training, recruitment, retention and growth pillars ?
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