Page 144 - Boettcher.indb
P. 144

THE POWER OF READING PEOPLE


           familiar with the role. This could include team leaders, current team
           members, colleagues, and HR staff, possibly by having them com-
           plete a detailed survey. This approach will paint a full picture of the
           job’s duties and the characteristics needed for someone to excel in the
           role, including their motivation, ambition, communication prowess,
           creativity, confidence, dependability, decision-making, and integrity.

           At this juncture, you can benefit from our collective wisdom: Frank
           M. Scheelen and M. Vanessa Boettcher have crafted numerous job
           benchmarks and have helped companies pinpoint what they require
           from the job and the organization overall. This expertise has led to
           lower staff turnover and greater employee satisfaction, contributing to
           more committed staff and ultimately boosting company performance.


           It’s been noted that a manager’s view of a job often differs from
           that of a coworker. That’s why it’s important to get input from as
           many perspectives as possible when conducting the job analysis and
           crafting the job requirement profile, leading to a more accurate and
           unbiased depiction of the role.

           We recommend including feedback from everyone connected to the
           position—those who report to it, work alongside it, and oversee it.
           Getting this 360-degree perspective will ensure that you pinpoint
           the attributes that will drive excellent job performance.



           GET TO KNOW THE APPLICANT’S BEHAVIORAL
           STYLE DURING THE JOB INTERVIEW

           Let’s look at a practical scenario: imagine you need to fill a sales
           role in the insurance industry. You’re searching for someone who

           exhibits these characteristics:

               •  Dedication to customer service

               •  Strong resilience and self-management

                                        142
   139   140   141   142   143   144   145   146   147   148   149