| Welcome to the
May 19, 2004 issue of The Total View
Published by Success Performance Solutions, Written by Ira S. Wolfe
The Brain Drain
NEW! What Interview Questions Can You Ask
An Employer's Guide to Good Practices: Testing and Assessment
What Every Manager Needs to Know to Recruit In the Future
Perfect Labor Storm Alerts #161 to #165
FirstView Job Fit Indicator: Quick, Easy and Cost Effective
NEW! Management Effectiveness Profile
Wolfe featured in May 2004 HR Magazine
Build A Top Performer Profile At No Cost
Looking for Lifelong Learners?
Stop the Resu-mess! Have Candidate Apply Online Anytime
I just know you wanted to know this.
Online Self and 360 Competency Assessments
Just Say Know! How to Hire Competence with Confidence
Have you ever hired anyone who didn't work out?
Have you ever promoted an employee who failed in the new job?
Have you ever hired anyone who couldn't be trained?
Then you don’t want to miss How to Hire Competence with Confidence
led by nationally recognized talent authority and author Ira S.
Wolfe at the 2004 Entrepreneur and Growth Company Day on June 3,
2004.
For more information: http://www.super-solutions.com/remote.asp?ltk=877905_32625914
The Brain Drain - Employees Come and Employees Go But Who
Will Store The Company Knowledge?
Jack and Jill went up the hill to fetch some water. Jack and Jill
each had a 5 gallon container. Jack's container was shaped like a
jug with a small mouth opening while Jill's container was a pail with
a very wide opening. On the way up to the top of the hill, Jack challenged
Jill to a race to see who could fill their container the fastest and
then get back down to the bottom of the hill first.
When Jack and Jill reached the top of the hill, they both rushed to
fill their respective containers. Because Jill's wide-mouthed pail
was easier to fill than Jack's jug, Jill was headed down the hill
before Jack barely had his jug half-filled. While charging down the
hill, Jill's pail was swinging wildly and water schlossing right out
of her pail. By the time Jack filled his jug, Jill was nearly at the
bottom. He ran as fast as he could although at a much slower pace
than Jill. He was very cautious not to lose any water.
Jack finally caught up to Jill. Jill beat Jack to the bottom of the
hill by several minutes. "What took you so long", Jill said
with a broad smile and sarcastic tone. "But who has the most
water in the container?", Jack shouted back. Jill looked down
to see her pail was only half-full. She leaned over to peer down Jack's
jug to see that his container was filled to the brim. "You may
have beat me down the hill but I've got the most water", Jack
snickered.
Who won the race? If the goal was to get to the bottom of the hill
first, Jill won. If the goal was to finish with the most water, Jack
won.
Now you may be thinking - who cares about Jack and Jill's race. You
should. If you hire, train, manage, or coach employees, this Jack
and Jill story mimics what managers want to know. Will the employee
be “smart” enough to do the job?
The problem is that managers don’t always evaluate the right
kind of intelligence. Scientists believe we have two kinds of intelligence,
fluid and crystallized. Fluid intelligence is defined as our on-the-spot
reasoning ability, the ability to “think on our feet”.
It includes the speed and accuracy with which information can be analyzed.
Crystallized intelligence is accumulated information and vocabulary
acquired from school and encompasses the skills, experience and knowledge
acquired from everyday life. Scientists like to compare these two
kinds of intelligences to a computer. Think of Fluid Intelligence
as the computer hardware, specifically the processing chip. Now think
of Crystallized Intelligence as the computer software, the programs
that control the computer. Finally think of the data stored inside
the computer as an individual's lifetime of accumulated knowledge.
In an older person, the "hardware" may become worn out or
obsolete just like an old computer. But the old person still possesses
a great deal of data and powerful software from his many years of
living. What that means is that the old person's "system"
(strong software and an extensive body of data) may prove superior
to a younger system (young person) who has faster "state of the
art" hardware but not as much data and less "wise"
software.
Why is this important? In this information economy, knowledge and
skill requirements will continue to change. Employees need to become
"life-long-learners" and constantly renew their abilities
to add value to the services they perform. Historically this is a
problem. The trend has always been that older workers have decreased
learning rates. Tasks that use well-practiced skills or familiar information
are generally not affected by age. However, complex tasks that require
taking in new information and analyzing it may become more difficult.
As a result, the aging workforce often displays superior "crystallized
intelligence" (routine thinking), but not "fluid intelligence"
(flexible thinking).
In an attempt to onboard innovation and flexibility, organizations
have been replacing older workers with younger ones for years. The
implications for businesses are two-fold. The workforce is aging.
At the stroke of midnight, January 1, 2004, the youngest of the Baby
Boomers began turning 40, the official entrance to “middle age.”
Second, organizations have encouraged aging workers to take early
retirement or were out-sourced, re-engineered, and down-sized. As
a result, employers have lost essentially re-formated their hard drives
but forgot to back up their data. Years of information, experience
and skills have been lost.
In an information economy, organizations cannot be competitive without
retaining (or replacing) their acquired knowledge or without the employees
who have the flexibility and ability to acquire new knowledge quickly.
These criteria are not always easy to meet.
Hiring the right person for any job requires more than just personality;
it requires an understanding of the employee’s skills and experience
as well as their potential to learn. While the behavioral interview
still remains an excellent “test” of skills and experience,
it is ineffective at evaluating the general abilities associated with
fluid intelligence. An assessment like TotalView™, which includes
a personality assessment based on the reliable and proven Five Factor
Model, as well as a General Abilities assessment is the perfect complement
to the interview to accurately assess the job fit of today’s
knowledge worker.
To learn more about behavioral interviewing, continue reading. To
read more about assessing General Abilities using the TotalView Assessment
System, click here.
http://www.super-solutions.com/remote.asp?ltk=877906_32625914
NEW! What Interview Questions Can You Ask?
What Questions Are Not Legal to Ask?
Download Our SPS Interview Guide here.
http://www.super-solutions.com/remote.asp?ltk=877907_32625914
What Every Manager Needs to Know to Recruit In the Future
- There Will Be Too Many Jobs and Not Enough Skilled People.
Don’t be fooled by what you read in the media. Although hundreds
of thousands of employees are still unemployed, thousands of skilled
and semi-skilled positions go unfilled....and hiring is just picking
up. The shortage of people and skills has only just begun. Learn what’s
ahead in The Perfect Labor Storm Fact Book. See below for details.
"The Perfect Labor Storm Fact Book: Why Worker Shortages Won't
Go Away" is HERE! Order your copy today - $7.95 includes no shipping
costs for limited time only.
http://www.super-solutions.com/remote.asp?ltk=877908_32625914
An Employer's Guide to Good Practices: Testing and Assessment
This Guide is designed to help managers and human resource (HR) professionals
use assessment practices to reach their organizations’ HR goals.
It conveys the essential concepts of employment testing in easy-to-understand
terms and was developed by the US. Department of Labor.
http://www.super-solutions.com/remote.asp?ltk=877909_32625914
Perfect Labor Storm Alerts #161 to #165
Fact #161
In 1950, there were seven working age people for every elderly person
in the United States. By 2030, there will be only three.
Fact #162
Since 1950, the number of people aged 65 and older in the United States
has increased from 8% to 12%.
Fact #163
By the end of 2002, the number of older workers in the labor force aged
55 to 64 - employed or seeking work - increased to 62.9%, the highest
level during the postwar era.
Fact #164
According to the U.S. Bureau of Labor Statistics, more than 25% of the
working population will reach retirement age by 2010, resulting in a
potential worker shortage of nearly 10 million.
Fact #165
According to the U.S. Census Bureau, the number of people aged 55 and
older will increase to 73% by 2020, while the number of younger workers
will grow only 5%.
FirstView Job Fit Indicator: Quick, Easy and Cost Effective
FirstView Job Fit Indicator is the newest generation of pre-employment
personality tests which includes an optional cognitive section. FirstView
requires only 15 minutes to complete and reports are available immediately.
FirstView is the perfect
solution to screen large candidate groups for 15 entry level positions
in retail sales, hospitality, persuasive sales,
administrative positions, drivers, IT positions, telemarketing, customer
service, drivers, health care and more.
Each report includes job specific interview questions. FirstView evaluates
a candidate's preferences in the following areas:
Rules - consistency, ability to deal with change, need for structure,
ability to follow rules and policies
Extroversion - need to work with others, communication of enthusiasm,
ability to talk or listen
Assertiveness - decision making, selling and closing abilities, ability
to handle confrontation, willingness to take direction from other
Teaming - teamwork, collaboration with others, competitiveness
Sensitivity - emotional stability, handling of criticism and feedback,
dealing with stress
Organization - planning, spontaneity, time management attitudes, ability
to handle details
Social Desirability - an internal validity scale to determine if the
candidate is being frank with their answers
Cognitive Ability - an overall aggregate measure of cognitive skills
Learn more about FirstView at http://www.super-solutions.com/remote.asp?ltk=877910_32625914.
Receive a complimentary FirstView here - http://www.super-solutions.com/remote.asp?ltk=877911_32625914
NEW! Management Effectiveness Profile
It stands to reason that a good manager-an effective manager, that is,
must be skilled in a number of broad areas or competencies considered
critical if the manager is to help the organization achieve its goals.
The Management Effectiveness Profile helps managers to identify personal
strengths and weaknesses within 12 specific competency areas so that
they can begin to strengthen and master them.
In this profile, a manager’s effectiveness as coach and leader
is tied to the following competencies:
MANAGING YOUR
JOB
- Managing and Prioritizing Time
- Setting Goals and Standards
- Planning and Scheduling Work
RELATING TO OTHERS
- Listening and Organizing
- Giving Clear Information
- Getting Unbiased Information
BUILDING THE TEAM
- Training, Coaching and Delegating
- Appraising People and Performance
- Disciplining and Counseling
THINKING CLEARLY
- Identifying and Solving Problems
- Making Decisions and Weighing Risk
- Thinking Clearly and Analytically
This questionnaire has been designed as a self-scoring management effectiveness
instrument to help individuals understand more about their relative
abilities. The twelve key managerial competency areas listed above under
four clusters (representing a complete model of managerial effectiveness)
are treated separately and then combined to create the individual’s
overall profile.
The Management Effectiveness Profile is available on paper or online
and in a self, 180-degree and 360-degree format.
To view a sample report,
http://www.super-solutions.com/remote.asp?ltk=877912_32625914
In the May 2004 issue of HR Magazine, Ira Wolfe, founder
of Success Performance Solutions, was interviewed in "The Boss
Makes The Weather", how training can improve the work environment
between managers and subordinates.
Also interviewed for the article was Dave Wolf, president of Clean Burn
in Leola, PA. Six of Clean Burn's supervisors recently completed a series
of Managing to Excel supervisor workshops for team building. Success
Performance Solutions sponsored the Managing to Excel program. To read
more about how supervisors can impact the bottom-line and the importance
of training, read the May 2004 issue of HR Magazine or visit http://www.super-solutions.com/remote.asp?ltk=877913_32625914.
Build A Top Performer Profile At No Cost
Hiring the right employee for the job begins with developing a top performer
profile with the TotalView Assessment System. Try it with no risk -
just follow the link below.
Complete your Job Description Worksheet here. http://www.super-solutions.com/remote.asp?ltk=877914_32625914
Looking for Lifelong Learners?
Read all about the Conceptual Value….and how to identify employees
who are motivated by continuous learning. Then learn about the other
five values and motivators in "Understanding Business Values and
Motivators" by ordering your personal copy.
Understanding Business Values and Motivators is the book manager’s
have been asking for – what motivates employees. In this book,
Ira Wolfe describes how six motivators drive peoples' behavior in the
workplace and how managers can tap into those motivators to increase
productivity and improve performance.
Order your copy today - only $12.95. Order a copy for all your managers
- Call us for volume discounts.
Attention Consultants - call us about affiliate and re-seller programs.
Preview a Chapter of Understanding Business Values and Motivators today.
http://www.super-solutions.com/remote.asp?ltk=877915_32625914
**********************************************************************
Stop the Resu-mess! Have Candidate Apply Online Anytime and
Cut Your Resume Screening and Interviewing Time in Half.
What is Total APS(tm)? It is our newest technology. Post your jobs and
have your job applicants move through our structured screening process.
Critical Rapid Screening Data (RSD) includes capturing resumes and job
specific personality testing. Managers are enabled to compare candidates
and make accurate decisions quickly.
Test batteries include:
*** FirstView, a 15 minute indicator of basic job fit for 15 different
job positions
***CBI, a highly effective 15-minute assessment of honesty, integrity,
dependability and tendencies toward aggressiveness and sexual harassment.
***TotalView, the definitive indicator of high performer job fit. This
assessment can be benchmarked specifically for any job.
Total APS is available on a pay per-hire basis for 7, 30, or 60 days
at an unbeatable cost! You can screen 5 people or 50 people all at the
same low cost, until you find the right person for the job!
For larger organizations or smaller businesses faced with high turnover
or seasonal jobs, Total APS is also available for annual unlimited use
licenses (based on number of positions and number of employees).
Learn more about Total APS - Unlimited personality assessments and FREE
InterView Guide through May 31, 2004
http://www.super-solutions.com/remote.asp?ltk=877916_32625914
Signs that make you look twice.
On a maternity room door: "Push. Push. Push."
At an optometrist's office: "If you dodt see what you're looking
for, you've come to the right place." On a taxidermist's window-.
"We really know our stuff., In a podiatrist's office: "Time
wounds all heels." On a fence: "Salesmen welcome! Dog food
is expensive."
Online Self and 360 Competency Assessments
Janus Performance Management System - tailored to match individual needs
by developing the competencies that are most relevant for every job.
Janus provides a comprehensive, step-by-step planning design to help
manage this process effectively.
Janus not only provides a suite of goal setting and appraisal forms
and templates to help this action planning process, but also helps to
ensure that all reports are in plain language, complete, comprehensive,
and easy-to-use.
Build customized reports in minutes
36 Janus Critical Core Competencies are based on the principles of the
Balance Scorecard.
View a sample Janus report. http://www.super-solutions.com/remote.asp?ltk=877917_32625914
Contact Information:
Success Performance Solutions · 2481 New Holland Pike
Suite 2 · Lancaster, PA 17601
email: iwolfe@super-solutions.com
voice: 717.656.4632
web: http://www.super-solutions.com/remote.asp?ltk=877918_32625914
To learn more about Success Performance Solutions or read back issues
of The Total View, stop by our website at www.super-solutions.com.
Order your personal copy of Understanding Business Values and Motivators
at
http://www.super-solutions.com/remote.asp?ltk=877919_32625914.
Order your personal copy of The Perfect Labor Storm at http://www.super-solutions.com/remote.asp?ltk=877920_32625914
Ira S. Wolfe ©2004
- All Rights Reserved. Reprints and other distribution by permission
only.
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