February 19, 2003
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-- Describe a "qualified" employee.
-- Are having competencies good enough?
-- Right skill, wrong personality.
-- Mr. Tool Man
-- Do you always need a "10"?
-- So what makes a good employee?
-- NOW OPEN! The SPS Bookstore
-- Attention Meeting Planners and Program Chairs
-- JANUS: Looking Forward and Looking Back
-- Surveys! Surveys! Surveys!
-- New! Situational Interviewing added to CriteriaOne

Greetings!

Good hires are not happening by accident or luck anymore. In this slow economy, employers are finding a large pool of available workers. But finding a qualified employee is a challenge that's bigger than ever.

Describe a "qualified" employee.
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One reason that it is so difficult to find good people is that few managers when asked can describe "good". Others can't agree on what qualifies one to be qualified, at least in measurable terms. For instance, before every seminar or workshop, I ask the audience to describe their best employee. "Self-motivated", "Dependable", "Hard- working", "Honest" and "Loyal" are always at the top of the list. I guess you can evaluate dependable by their attendance record at their previous employer. And loyalty might be assessed by their work history.

But how do you assess self-motivation, hard-work, and honesty? More importantly, let's say you found an employee who appears self-motivated and hard-working and his references tell you that he was as dependable and honest as the day is long. Is that good enough to translate into top performance?

Are having competencies good enough?
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There is a lot of confusion these days in organizations about competencies. Not a day goes by that I don't get an inquiry about "how to measure if a candidate is competent." Truth be known, the only individuals who can assess whether an individual is competent or not are the people that work with them or the people they service. But that doesn't mean you can't put the odds in your favor. For example, everyone these days wants to know if an individual has leadership ability (or potential). If you have identified leadership as a core competence for your organization, then how will you assess if candidates have it and incumbents demonstrate it?

For new hires or employees on a management/leadership track, what can be assessed without actually observing on-the-performance are the behaviors, attitudes, traits and abilities that likely will make it easier for an individual to be competent in a particular competency. Let's take one action that might demonstrate that an individual has leadership ability: they encourage people to take on new tasks and want to "stretch" themselves with new challenges.

Test your "Interview IQ". Type Interview IQ in the comment box.

Right skill, wrong personality.
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A candidate's personality can also seriously impact how much competence an individual might develop. A candidate's personality (using a five-factor personality assessment like TotalView) might indicate that an individual prefers to work alone, is highly competitive, prefers strict guidelines and compliance, is easily agitated by criticism and is a skeptic. This individual may know how to lead but becoming competent will be a stretch - a big stretch.

Another individual is outgoing, enjoys working with people, exhibits a moderate level of assertiveness, is innovative and tolerates stress well. His personality certainly would make it easier to build endorsement with his direct reports and management team but even this l doesn't indicate if he will be competent on the job?

Receive FREE sample TotalView reports.

Mr. Tool Man
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Organizations miss the mark in two ways when assessing competencies. People bring competencies to work just like a carpenter brings his toolbox. But not every carpenter is a craftsman, even if he's carrying the very top-of-the-line tools. There is a huge difference between identifying the competency and demonstrating competence. Just having the competency is not enough.

Competence must be evaluated by individuals who observe or interact with the employee. (Receive a FREE booklet about the Janus Performance Management Systems including competencies and worksheets.) Competence may be assessed by the individual through self-reporting evaluations or by his co-workers, customers and managers with 180 and 360 assessments and evaluations.

For your FREE Janus Performance Management Library, click here.

Do you always need a "10"?
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The level of competence required to be successful may vary also. Managers make a big mistake in assuming that everyone needs to be "10" in everything. The fact is that many superstars have just average competence while many a failed employee had a lot of 10s but one fatal flaw.

So what makes a good employee?
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The right combination of personality and competencies and motivation. In other words, what competencies do they need, how much do they need and what personalities are most likely to demonstrate competence.

How do you know if he or she has what you need and is capable and willing to demonstrate competence? The right combination of interviewing and personality assessment before they are hired will help you select the most likely to succeed and ongoing competency- based appraisal after the hire will ensure their success.

Sign up today for CriteriaOne training: Learn to interview, assess and evaluate competence! Next Training Dates: March 14-15, 2003 in Lancaster PA.

NOW OPEN! The SPS Bookstore
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Visit the SPS on-line bookstore. Employee selection, coaching, and training books, CD-ROMs, audio tapes, video tapes and more. New books and self-score assessments added every day.

February Featured Books: Interviewing and Hiring Top Performers by Sarah J. Ennis. Only $9.95. Right Person-Right Job: Guess or Know by Chuck Russell. Only $12.95.

Click here to visit the new SPS bookstore

Attention Meeting Planners and Program Chairs
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The Perfect Labor Storm: Why This Labor Shortage Will Not Blow Over is a must-hear keynote.

Ira Wolfe, one of the nation's leading workforce experts, lays out a compelling story why America's competitive advantage is being threatened by an aging population, rising healthcare costs, skilled labor shortages, and more and what management needs to do to act NOW.

Schedule or refer Ira before March 31, 2003 and he will contribute up to $500 back to your organization or to a not-for-profit of your choice.

JANUS: Looking Forward and Looking Back
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Janus, the ancient Roman god with two faces, was originally considered to be the benevolent creator and god of gods. He later came to represent change and transition, such as the progression of past to future or one vision or condition to another. Janus was chosen as the ideal symbol for this performance management system because it, also, is about looking back and looking forward.

Subscribe to the Janus Resource Library. Receive over 600 pages on-line of how-to instructions for identifying competencies, evaluating competence and simplifying your performance managemant system. The Janus Resource Library also includes over 40 forms (which can be freely copied) and more than 50 original articles on everything from how to set up an organizational 360s to leadership effectiveness.

For a FREE on-line tour of the JANUS site, click here and tell us the most convenient time to contact you.

Surveys! Surveys! Surveys!
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Hate the hassle of inputting survey results? Not enough time to query the data and create reports? Are you putting off getting much needed feedback from customers and employees?

Contact us today about real-time e-mail and web based surveys. No more hassles with entering results and creating presentations. Let SPS do the work for you. We can help you write, set-up, distribute (electonically), process and present in less time for less cost.

For more information about customer satisfaction or employee morale surveys, click here and type " surveys" in the comment box

New! Situational Interviewing added to CriteriaOne
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First time in 2003! CriteriaOne - a two-day workshop that has been described as "outstanding". Participants leave with the basic skills to identity, evaluate, and test for core job competencies.

Consultants, owners and HR specialists from PA to CA attended this program in 2002. There's still time for you to register for the March 14-15, 2003 workshop to be held in Lancaster, PA. Register before February 27 and save $150!

To register or receive more information, click here.