Drs 255 skills in job matching and placement


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Drs 255 skills in job matching and placement

  1. 1. DRS 255 SKILLS IN JOB MATCHING AND PLACEMENTIntroductionThe majority of hiring and placement decisions are made by managers or executives who have"gut feelings" (Strong feeling) about people. Yet, often those placements lead to impulse(instinct) hiring, unforeseen training costs, and high turnover rates. What is the solution? Jobmatching.What is Job Matching?Job matching is basically common sense combined with objective assessment data. Commonsense plays a role because you would not put a social, high-energy person behind a desk as a dataentry clerk. In the same way, you would not ask an introverted, (Reserved, shy or quite) numbercruncher (somebody whose job consists of performing large quantities of arithmetic calculations)to be an event planner. Too often, employers hire based only on work experience, education, andqualifications. Why aren’t personality and internal motivation considered? That is the role thatobjective assessment data plays.Appropriate job fit is essential for employees and managers to behigh achievers.By using assessment tools, you can measure a person’s personality, behavior, learning style, andinterests. If you combine this information with a persons resume, then you have a morecomprehensive picture of the candidate. People often take jobs because they need a job — notbecause they like to do the job. Most people are capable and resilient enough to learn how to domany jobs, but they probably prefer only certain types of jobs. High turnover is the result ofpeople taking jobs that are not a good match for them. Retention is achievable when qualifiedpeople are matched with jobs that fit who they are as a person.Developing Job Match Patterns (shapes and forms)All companies should have multiple job match patterns. Patterns are typically developed byevaluating the results of top-performing employees in a particular position. For example, youmay have a sales team that has three successful sales people. Job patterns are created byaveraging the scores of those top performers. This will enable you to create a job pattern for thatparticular job. Then when you assess applicants, you will be given an auto-generated report thatstates how closely the candidate’s characteristics match your top performers. If the candidate hasa high percentage, they are likely to do well in a sales position. If they are a low job match, theymay struggle to be successful. This does not mean that the person with a low percentage willmake a bad employee; it means that the candidate is better suited for a different type of job. 1
  2. 2. Management ApplicationManagers across the board encounter difficult selection and organization decisions. Assessmentsare a tool that can be used to clarify and solidify placement decisions. They provide the bestpossible insight for those seeking deeper information about employees. Assessments can be usedin both the hiring or development processes.Maybe you already hired the wrong person for a particular job. How do you remedy thesituation? You do exactly what you would do with a new hire — have your employee take theassessments and then you place the assessment results next to the resume. Then you will havetwo options: You can use the coaching and development reports to help that employee be thebest he can be in a position that doesn’t completely suit him. Or, you can identify a newopportunity for the employee and transfer him to a position in which he is able to excel.Job matching is not only objective, it is also efficient. Job matching will help you hire the bestperson for a particular job. Appropriate job-fit is essential for employees to succeed andcompanies to be productive.Employee Selection ProcessBy including job match as a key factor in your employee hiring process, your allocation ofhuman capital will be significantly more effective. Most employee hiring decisions are madewith inadequate information, but Profiles International assessments will deliver the informationyou need to know before tendering a job offer and making a hiring mistake.Matching People & Jobs - Burning Glass ApproachThe approach to matching people and jobs is based on a simple concept: that by analyzing tensof millions of actual career transitions, we can identify the specific skills, experiences, andcredentials that lead to placement in any given job. What this adds up to for job seekers are jobmatches that fundamentally make sense. For recruiting professionals, this means the ability tosearch a database or screen a flow of applicants and immediately identify those candidates mostsuited for the job.The concept may be simple, but the technology that makes it a reality is anything but. In order toput theory into practice, Burning Glass developed a unique artificial intelligence engine thatreads, parses, (Explains) and analyzes resumes and jobs in order to deliver intuitively relevantmatches based upon past patterns of placement. Rather than relying on keywords or broadoccupational categories, our technology determines potential matches based on its knowledge ofthe job market and a detailed, in-depth analysis of both resume and job description – just like anexperienced recruiter. For us, resumes aren’t merely collections of words – instead, they are boththe history of careers in progress and the key to future placements, based on the timing andsequence of the experience, skills, and other qualifications they describe. 2
  3. 3. It’s an innovative approach, but one that’s borne out by our customers’ significantly improvedoutcomes – the recruitment agency that tripled the number of placements from their resumedatabase, the job bank that has seen nearly two-thirds of registered job seekers receive enquiriesfrom employers who found them through Burning Glass, or the nearly 2,000 placements made bya job matching program Burning Glass administers for a statewide unemployment agency.Top 5 Strategies for Identifying & Hiring Great EmployeesIn a time when creative growth and technological advancements are crucial to business success,companies are becoming increasingly aware of the importance of hiring and retaining talentedemployees. Talent management is one of the most difficult tasks an organization faces as fewerworkers with the required skill sets are entering the marketplace. Developing an effective hiringstrategy will help to ensure that your business can respond to challenges such as the emergingtalent crisis, job applicant screenings, interview question preparation, and background checkimplementation.Identifying and hiring top talent is not easy. It can result in stress, anxiety andfear of change. But it doesn’t have to be this way. In fact, solid hiring strategies can be simplifiedwith methodical, step-by-step processes.This guide will provide you with the Top 5 Strategies for Identifying and Hiring GreatEmployees:1.Identify Your Hiring Challenges2.Review Your Hiring Methods3.Manage Employment Interviews4.Manage Background Checks5.Conduct Pre-Employment AssessmentsIdentify Your Hiring ChallengesThe first and most critical step in identifying and hiring great employees is being able to identifythe challenges you are currently facing in your hiring strategy. Once you’ve done that, you canfind solutions that will help you solve those challenges.Here are some common challenges faced by organizations in the hiring process:•Finding interview questions that will determine if a candidate is going to be a fit for the job anda match for the company culture.•Background checks that provide references and past histories on candidates.•Making hiring decisions without screening job applicants for both personality and abilities.Did you know that most hiring decisions are made within the first 4 minutes of an interview?Don’t set yourself up to make this same mistake! 3
  4. 4. Review Your Hiring MethodsYour hiring process is one of the most strategic and valuable places for cutting costs andmaximizing productivity—if your process works correctly the first time. Utilizing a provenemployee screening system is essential to ensuring that your hiring process workseffectively.Your own experience tells you that you have hired some excellent employees, butsome of them have also failed. Now think back: Did you use pre-employment screening methodsto assess job candidates? What made you choose a particular applicant to fill a particularposition? We have found that employers use the same hiring methods for all positions.This suggests that your existing employee selection process may result in inconsistent hiringresults and increased turnover. Best practices for hiring start with a focused approach to definingjob requirements. This practice is often neglected in the hiring process because hiring managerstend to focus on the job tasks performed by a candidate instead of the characteristics that acandidate must possess in order to be successful in the position. By clearly defining the skills andtraits necessary for success in a particular job, you’ll be better suited to evaluate candidates sothat you get the best match.An estimated two-thirds of employee hiring decisions may be hiring mistakes! Peter Drucker amanagement Guru.Manage Employment InterviewsEmployment interviews are an indispensable part of the hiring process, and when they are doneproperly they can be an excellent tool for screening applicants. The more methodical andsystematic the interview process, the more likely it is to produce the kind of information neededto make good judgments about a job candidate’s chance for success.All interviewers should be taught proper interviewing techniques, and they should be clear aboutwhat they can and cannot ask. During an interview, the interviewer should have the opportunityto:•Directly observe certain aspects of an applicant’s behavior, such as communication skills,alertness, personal grooming standards, self-confidence, and understanding of necessarytechnical concepts.•Obtain additional information about the applicant’s education and work experience.•Assess the applicant’s knowledge, skills and other competencies by asking about pastperformance and achievements.•Preview the job to the applicant so the applicant can determine whether he or she is trulyinterested in the position.•Promote a good public image of the employer. 4
  5. 5. Manage Background ChecksA national organization of fraud examiners estimates that the average loss to a business fromemployee fraud and theft is $9 per employee, per day. That amounts to about $2,000 peremployee.Problematic employees at all levels of the organization can engage in detrimentalbehaviors, including theft, fraud, embezzlement, selling intellectual property to competitors, andmore. Using background check services to find honest job applicants who are drug free, reliableand hardworking will help you make hiring decisions you won’t regret later. EmployeeBackground Check services use technology that delivers criminal background checks and pre-employment screening information so that you can hire honest, qualified employees. EmployeeBackground Check services deliver the following information:•General Information reports•Driving Records•Workers’ Compensation reports•Credit reports•Criminal History•Education Verification•In-Depth reports•Rush Services•Custom ServiceConduct Pre-Employment AssessmentsMany companies use pre-employment assessments to screen applicants. Employee assessmentsthat measure ability, personality and medical conditions can lower the incidences of theft andwork-related accidents. They can also reduce the likelihood of negligent hiring suits.Additionally, they also may reveal certain job-related skills or abilities that are not apparent onan application or resume. Specific pre-employment screening assessments are available fordepartments such as sales and customer service, and general assessments are available for otherdepartments. By combining reliable data derived from pre-employment screening assessmentswith customized job analysis surveys, you can create a benchmark by which you can hire anemployee who matches both your job and your company.Pre-hire assessments can help you formulate questions that will help you determine if a candidatewill be a fit for the job and a match for the company culture. Once a candidate passes the firstinterview, he or she can take a pre-hire assessment. You will be provided with a detailed, legalset of recommended interview questions to ask the candidate in the next job interview. Thesecustomized interview questions can be used in tandem with the insights provided by employeeassessments to help you make a well-informed hiring decision. 5
  6. 6. Why Smart Employees Underperform: 7 Hazards to AvoidIntroductionWe’ve all been there. After an extensive and thorough search for a line manager, one candidatestands out. This candidate has the right experience, solid qualifications, and a relevant workhistory, and she gave an impressive performance during the interview process. She said the rightthings, put forward some great ideas and generally presented very well. You hired her.Threemonths later, you begin to question your decision. Your new hire’s team appears disgruntled,morale is low, and output and productivity are well behind the figures from the previous quarter.After investigating further and speaking with a few key team members, you realize there’s adisconnect—a mismatch. While she looked impressive on paper and presented well during one-on-one interviews, your new hire’s style, approach, and behavior on the job are simplyinconsistent with the values and expectations of your organization. Her modus operandiis foreignto her colleagues. Your new hire is not a good cultural fit and one or more of the followinghazards may be the cause.1.Inadequate capability2.Poor job fit3.Fuzzy goals and accountabilities4.Poor relationship with manager5.Poor relationship with co-workers6.Health and wellness issues7.Physical and environmental factors 1. Inadequate capabilityDon’t judge a book by its cover, and don’t believe what you read on a resume!Capability refers to the skills, tools and experience that a person needs in order to successfullyperform her job. When any of these factors are missing, there is an increased chance that theemployee will underperform. It isn’t uncommon for hiring professionals to overlook these basicfactors, especially if a candidate has solid academic credentials and comes across as intelligentand confident in a job interview. Furthermore, it’s no secret that most candidates exaggerate theirabilities on their resumes and job applications.Diagnostics that help you identify if an underperforming employee has adequatecapability:Skills—Do you know what skills are needed to perform the job and whether the employeepossesses those skills? If she doesn’t possess the necessary skills, how will you help her acquirethem, and how long do you expect that process to take? Skills training take time and money, and 6
  7. 7. results are never guaranteed unless there is adequate commitment from both the manager and theemployee. It’s in everyone’s best interest for the manager to set appropriate expectations for theemployee from the beginning. This is especially true if the job requires special technicalcapabilities.Tools—Even if an individual has the skills and experience to do the job, does he have the toolsto deliver peak performance? For example, a highly skilled and experienced web designer can’tbuild a website without adequate computer hardware and software. The tools don’t have to be themost up-to-date, but a system that crashes can be incredibly frustrating and unproductive, even tothe best performer.Experience—Just because an employee has the skills to do a job doesn’t mean that he has theexperience to apply those skills in his specific position. This is especially true for recentgraduates, outside hires from different industries and internal hires from different departments.While the required skills may be similar from one job to the next, differing applications andterminology may require that the new hire take time to learn the nuances of his new position. 2. Poor job fit“Fit” reflects the behaviors and interests neededto succeed in a jobMany people fall into the trap of choosing a profession or job that is a bad fit. We are who weare. Our ―mental DNA‖ is influenced both by our genetics and our early life experiences, and itis almost completely formed by the time we are 20 years old. Rather than trying to understandourselves so that we can choose a calling that builds on our strengths and aligns with ourinterests, we choose jobs because of peer pressure and societal influences. You probably know amedical doctor that trained at a prestigious school and worked for several years at a modernhospital. Despite adequate skills, tools and experience, he is aloof, insensitive and has a terriblebedside manner, and you only see him if no one else is available. He might have been bettersuited as a lawyer so that he could cross-examine a witness on trial. In short, he really doesn’tpossess the innate compassion that would make him a great doctor. He is a poor fit for his job.Skills can be taught, but behaviors are much more difficult to changeA doctor can improve his bedside manner through training and mentoring, but it takestremendous effort and motivation to change natural behavior. If an individual isn’t motivated tochange, then he probably won’t.It is important to understand a person’s innate behaviors andinterests when trying to match him with the right job. Know the job, know what type of person issuccessful in that job, and then hire others who have the behavioral traits that fit that job. This iseasier said than done because it is difficult to gauge behaviors in a job interview, but behavioralassessments can be extremely helpful. 7
  8. 8. 3. Fuzzy (unclear, vague) goals and accountabilities Why SmartClear goals help focus and motivate employees to achieve the desired resultsEmployees need to be very clear about their responsibilities and about the results you expectthem to achieve. Daily work and priorities are easily affected by the crisis of the day, newrequests or changes in direction. Setting and tracking SMART goals helps your employees focuson what is most important to your business, and clear accountabilities help ensure that the workgets done with minimal conflict.Use SMART goals to create clarity and improve the employee’s performanceSpecific–Your employee has a much better chance of accomplishing a specific goal than ageneral goal. To set a specific goal, the employee must answer, at a minimum: Who is involved?What needs to be accomplished? When is the deadline? Why is this goal important?Measurable–Establish concrete criteria for measuring progress toward the attainment of eachgoal you set. When you measure your progress, you stay on track, reach your target dates, andexperience the thrill of achievement that motivates you to keep working toward your goal.Aligned–The individual’s goals need to support the organization’s priorities. Otherwise, theemployee is not channeling his efforts in the most productive manner for the organization.Realistic–To be realistic, a goal must represent an objective toward which you are both willingand able to work. But be sure that every goal represents substantial progress. Your goal isprobably realistic if you truly believe that it can be accomplished, or if you have accomplishedsomething similar in the past.Timed–A goal should be grounded within a time frame; otherwise there is no sense of urgency. 4. Poor Relationship with ManagerA poor relationship with one’s boss is the number one reason for failure at work. There are twocommon flashpoints that adversely impact performance. 1. The employee is unclear about the managers expectationsGoals should cascade down from a manager to his employees so that everyone understands how they contribute to the objectives of both the team and the organization. If an employee does not understand the goals she has been given, or if she hasn’t been given goals at all, the onus is on her to seek clarity. Asking a simple question such as, "What are the top three priorities in my role that you would like me to focus on? ―Can help everyone on the team gain clarity. Employees should also ask "Why is this so important?" as the answer will give them a lot of good clues for developing the relationship with their manager. 8
  9. 9. 2. Managers fail to adapt their styles to the employees’ preferred styles.Every employee/manager relationship is unique and requires a different management approach. For example, the approach taken by highly decisive boss working with a highly decisive employee should be significantly different from the approach taken by this same boss when working with a less-decisive employee. The decisive employee thrives on quick decisions, while the other employee will be more methodical in his or her decision- making approach. The less-decisive employee will potentially enter into conflict with the faster-paced manager. A "one-size fits all" management approach will likely result in frustration for everyone. Managers and employees who understand each other’s preferred styles will better understand how to communicate and work together effectively. We have identified seven factors that strongly predict the compatibility between a manager and her workers. These are: self-assurance, self-reliance, conformity, optimism, decisiveness, objectivity, and approach to learning. Assessing a manager and her employees allows her to use objective information about herself and her workers so that they can work more effectively toward a common goal. 5. Poor Relationships with Co-wokersThere are four primary factors that harm relationships among co-workers:1. Insensitivity toward others–Insensitive co-workers damage any sort of team dynamic andpotentially expose the employer to hostile work environment and employment discriminationlaw suits. Any remarks that might be interpreted as discriminatory with regard to gender, age,sexual orientation, race, or disability contribute to a hostile work environment. Managers whosense this hostility need to take quick and decisive action to prevent it from continuing.2. Unclear accountability–Conflict between interdependent employees or groups emergesbecause they are unclear about business objectives, priorities, and deadlines, as well as processesand resources for delivery. Additionally, mixed messages create incongruence that actuallyencourages departments to pull against each other in the interest of achieving their ownobjectives—to the detriment of the greater organization. When accountabilities are unclear, ballsget dropped, turf wars rage, confusion reigns, and productivity plummets. This leads tofrustration and indifference, and ultimately underperformance.3. Poor cultural fit-Cultural fit refers to the employee’s compatibility with the organizationsvalues and mode of operation. While the employee presents well on paper and performs wellduring one-on-one interviews, the employee’s style, approach, and behavior on the job aresimply inconsistent with the values and expectations of your organization. Their modus operandiis foreign to their colleagues.4. Incompatible styles–Co-workers have communication styles and natural behaviors thatsimply don’t mesh well with one another, and neither is willing to adapt his style. This createsconflict and hostility, which creates stress and distraction for the entire team. 9
  10. 10. 6. Health and Wellness issuesAn ounce of prevention is worth a pound of cureApproximately $260 billion in output is lost each year in the US because of health-relatedproblems. Whether they are absent from work altogether, or present but working at a reducedcapacity, employees suffering from physical or mental illness have difficulty performing at theirpeak. Employees spend approximately 36% of their total waking hours at work. This makestheworksite an ideal place to provide workers with the knowledge and skills needed tohelpimprove attitudes and behaviors concerning health.A comprehensive worksite health promotion program typically contains six elements:1. Education about—and encouragement of—healthy living, focusing on overarching lifestylechanges. Disseminate information and build awareness of healthy living issues, preferablytailored to employees’ interests and needs.2. Supportive social and physical environments. This includes implementing policies thatpromote healthy behaviors and reduce risk of disease.3. Linkage to relate programs that help employees balance work and family life.4. Worksite screening programs ideally linked to medical care that ensures follow-up andappropriate treatment as necessary.5. Processes for supporting individual behavior change with follow-up interventions.6. A continuous improvement process that enhances the program’s effectiveness. 6. Physical and Environmental FactorsNumerous behavioral studies have proven that a pleasant and comfortable work environmentimproves worker productivity and reduces turnover. For example, indoor temperature affectsseveral human responses, including thermal comfort, perceived air quality, sick buildingsyndrome symptoms, and performance at work. Researchers in Finland showed that when theinterior air temperature was 30oC, worker performance was 8.9% below worker performance atthe optimal temperature of 22oC.Physical Factors1. Workplace layout encourages efficient communication flow but minimal disruption2. Ergonomically correct workplace reduces fatigue and distractions to reduce errors and injury3. Safety awareness and concerns that can cause stress and accidentsEnvironmental Factors1. Temperature2. Air Quality3. Lighting Conditions4. Excessive Noise5. Traffic 10
  11. 11. Indeed, it has been found that a productive work environment requires that management be ableto positively motivate its employees in an infrastructure that is amenable to employees’ needs.Job Matching, Placement and IncentivesThis component provides matching and placement services to clients who are unlikely to succeedin conducting their own job search, even with support, because of poor work habits, marketperception, barriers or interpersonal skills.In Job Matching, Placement and Incentives, clients expect: Help in matching their skills and interests with work opportunities Help in facilitation of work opportunities and negotiation of the employment relationship on their behalf Experiential or on-the-job training Placement support in identifying and resolving workplace issues that may affect their success If necessary, financial support to remove barriers to participationEmployers expect: Assessment of a client’s skills, aptitudes and interests in relation to their workplace business needs Help in developing a work experience or on-the-job training plan that is realistic for the cinet and consistent with the workplace requirements Experiential or on-the-job training Support in identifying and resolving workplace issues with the participant that may impact the employer’s ability to meet business goals Financial incentives to offset some of the costs of their commitment to an effective work experience or on-the-job training placement, where appropriate and necessary.As well, employers must commit to: Developing a relevant training/work experience plan that will help the participant achieve his/her labour market/employment goal and the employer achieve business goals, in conjunction withthe service provider and participant Providing feedback and assessments of a participant’s skills level, where required Having potential for long-term employment/contract position for the participant Demonstrating the ability to provide the participant with adequate supervision, and training/work experience Placing the participant on the company`s payroll and provide the same employment terms conditions and benefits as for all regular employees. 11