How to hire so as not to dismiss

the meaning of the test is to give yourself characteristics from your own person and from those of others It is somehow strange, considering that there is one and the same set of adjectives.

Meridith Levinson

Predictive Index is a system that helps companies to predict employee behavior at work, communication style, decision-making style, as well as determine the main motives of behavior, needs, level of motivation in a given position. This helps companies in comparing candidates, assessing employee's compliance with a given position, the team as a whole, and corporate culture .. identifying areas for further development that will increase work efficiency in a particular position, as well as staff motivation.

There are no right or wrong answers in the questionnaire. The best thing you can do is sincerely answer all the questions without the help of others and get a position that is fully consistent with you, your interests and ambitions, and not vice versa.

The meaning of the test is to give yourself characteristics from your own person and from those of others.

The test consists of two stages:

1) you check the boxes next to the words that you think describe you and

2) then you check the boxes next to the words that you think others think about you (this is the same set of qualities).

so there will be something like this

Question number 1: how do you rate yourself?
As an answer, 50 adjectives are given; tick should be checked.
For example, evil, intelligent, trustful, diplomatic ...

Question # 2: How would your friends rate you?
And given the same 50 adjectives.

Example of adjectives for evaluation by test Predictive Index

Helpful, Relaxed, Exciting, Assertive, Patient, Conscientious, Sophisticated, Persistent, Earnest, Outstanding, Sympathetic, Loyal, Self-starter, Conventional, Eloquent, Cynical, Passive, Gentle, Brave, Appealing, Thoughtful, Self-assured, Steady, Competitive, Fashionable, Neat, Audacious, Polished, Fearful, Esteemed,
Worrying, Sentimental, Adventurous, Easy Going, Unassuming, Agreeable, Well-liked, Docile, Demanding, Charitable, Persuasive, Careful, Satisfied, Understanding, Spirited, Congenial, Obedient, Cheerful, Obstinate, Convincing, Responsive, Neighborly, Selfish, Reserved , Serious, Persevering, Calm, Popular, Polite, Dynamic, Good-Humored, Escapist, Generous, Unobtrusive, Daring, Tolerant, Nice, Compelling, Resolute, Tranquil, Cultured, Dominant, Respectful, Nonchalant, Flexible, Attractive, Trusting, Eager , Shy, Fussy, Versatile, Amiable, Diplomatic, Self centered, Consistent

Helpful, Relaxing, Exciting, energetic, patient, honest, sophisticated, permanent, earnest, outstanding, sympathetic, loyal, starter, Common, eloquent, cynical, passive, gentle, brave, appealing, caring, self-confident, standing, competitive, trendy, Well-groomed, Bold, polished, Fearful, revered,
Worry, sentimental, Adventurous, Tranquil, Modest, Pleasant, well loved, Obedient, demanding, charitable, persuasive, neat, Satisfied, Understanding, Energetic, Auspicious, obedient, cheerful, Stubborn, Convincing, Responsive, Friendly, Self-centered, Conscientious, Cheerful, Stubborn, Convincing, Responsive, Friendly, Selfish, Discreet, Cheerful , persistent, calm, popular, polite, dynamic, good-natured, escapist, generous, unobtrusive, cheeky, tolerant, attentive, persuasive, resolute, quiet, cultivated, dominant, respectful, without -screw, flexible, attractive, Believing, Impatient, Shy, fussy, Universal, Friendly, Diplomatic, self-critical, serial

Predictive Index Test Results

But first, a few words about the questionnaire itself.

The Predictive Index method is designed to assess the motivational needs of a person (that’s what a person wants to do and what he
has compatibility with) and characteristics of a person’s work activity (how he works and what work he can do).
The technique helps to answer the following questions:
1. What is the motivation of your actions?
2. What is the most suitable job for you?
3. What meets your needs and contributes to their greatest activity and maximum efficiency in work?
4. How does a person form his judgment about the people and material objects around them?

Predictive Index Test Result Example

Predictive Index analyst. The Pi Reporter®
provides you with an overview of the Predictive Index
. If you haven’t already attended the Predictive tndex® Management Workshop, please consult
.

STRONGEST BEHAVIORS

Kevin's PI Pattern is very wide
.

Kevin wiil most strongly express the foil-owing behaviors:

- Connecting very quickly to others, he strongly motivated to get work done.
Openiy and easily shares information about himself.

- Strikingly expressive, effusive, and verbal in communicating; he talks a lot, and very quickly. Enthusiastically
persuades and motivates others by adjusting the current recipient.

- Very collaborative, he works. Strong intuitive understanding of team
cohesion, dynamics, and interpersonal relations.

- Extremely informal, extroverted, and outgoing; gets familiar very soon after you meet him. Communicates
effusively, fl exibly, and engagingly; draws others into the conversation.

- Almost exclusively focused on people, building relationships, and teamwork rather than technical matters.
Uninhibited; personal questions.

- Not interested in the details; delegates them freely. Unstructured projects' where clause Needs flexibly working with
people, and a focus on the Goals rather than the Plans, Is Necessary.

SUMMARY,

'

Kevin is a very verbal, animated and stimulating communicator, poised, and capable of projecting enthusiasm and
warmth. He is a lively, forceful talker, he is able to sell ideas with assurance and intensity.

Throughout
the process. He doesn’t understand the people and
what he wants.

Impatient for the results, Kevin is a confident and ambitious "deer" and decision maker, a self-starter
. A distinctly of low having clauses level of Interest in the which details are not pertinent to
a His Goals, the delegate of He will of Them Whenever Possible, Relying on Persuasion, rather than address close e-follow-up closeup, to assure
completion of such work. And a freewheeling rather Venturesome, is uninhibited by Kevin in Expressing and acting on a His
own ideas, the which of He will of do without very much for Traditional sinking concern, the ESTABLISHED policies. AT skillful "selling" a His ideas
to: others, of He is Also a determined and persistent in Expressing and acting on Them.

At the same time, he has been a "compelling
". At faster
than the average pace. It will be possible to adapt it
.

MANAGEMENT STRATEGIES
To maximize his effectiveness, productivity, and job satisfaction, consider providing Kevin with the

following:

High levels of independence, autonomy and exibility in his activities

Opportunities for involvement and interaction with people

From a repetitive routines by Freedom and details work with In the which Provides to Variety and change of Pace
Opportunities to learn and advance, with recognition and reward for Communications and Leadership skills
demonstrated

Social recognition status as rewards for achievement

- Repeated exposure to general company policies, standards, values ​​and disciplines
.

Another example of the test result in Russian

STRONG BEHAVIOR

Alexey will most of all exhibit the following behavior:

• Shows initiative, perseverance and speed in achieving the goal. Feel free to challenge the world.

• Very independent in promoting his ideas, which are innovative and original, and if implemented, his ideas can change the organization. Finds solutions, overcoming obstacles on the way to the goal, while showing ingenuity; aggressive when challenged.

• Strives to quickly achieve results, quickly implementing ideas; in the case of routine work, works unproductively.

• Able to take risks and focus on future goals; he is more concerned about what is happening in the future. Easily adapts to changes, flexible in work.

• Makes decisions and acts independently. More interested in their ideas, rather than traditional ones.

• Able to deviate from the rules if necessary to achieve the goal. An extraordinary thinker, his failures do not stop.

BRIEF VYVO D

Alexey is a self-confident, independent initiator who is able to make decisions and take responsibility for them. He can respond quickly and adapt to changing conditions and offer ideas for working in current conditions. He is purposeful, seeks to quickly complete tasks. He responds positively and actively to changes and pressure in work, he is confident in his abilities to solve new problems. He is sociable, balanced, enthusiastic in character, inclined to use a pointing style, rather than persuasive. Alexey speaks quickly, confidently, convincingly and has a stimulating effect on others, being firm, straightforward and self-confident. He works at a heightened pace. He learns and acts quickly. On the other hand, he will not be able to work patiently while doing routine or structured work. He will delegate such work if his position allows it and to check the implementation, focusing on the completion of the work, and not on how it was achieved. Showing interest in other people and their development, Alexey will delegate authority, but only to those people whom he is completely sure of. He will demand timely execution of tasks. He quickly makes decisions related to people or situations. He assesses what is happening and, instead of thorough research, collects the necessary information independently and makes a decision. He is confident in his assumptions about any missing information and works calmly even in the absence of complete information. Alexey believes that continuous progress towards the main goal is important; he is flexible and able to make changes if necessary. Confident, Alexey sets high standards for himself and others and seeks opportunities to compete and win. Gambling, he is motivated by new problems and situations, and seeks to achieve new horizons. He is ambitious as a person and is able to show it in business.

STRATEGIES FOR MANAGEMENT

To improve efficiency and productivity in work, Alexey needs the following:

• As much as possible flexibility and independence in carrying out tasks

• Opportunities for learning and promotion

• Opportunities for taking initiative and expressing your own ideas

• Diversity and challenge in duties

• The ability to prove yourself, get a reward and recognition for it

• Freedom from routine tasks and responsibility for results.

And now a little theory

The test uses a penalty choice (as opposed to a forced choice) response format in which individuals present two lists of descriptive adjectives, like 86 items, and are asked to support those that they feel, describe them (the “I” domain), and then those that they feel, coincide with the way they feel that others expect them to behave (the “self-concept” domain). Summarizing through these two areas gives the third implied domain (hereinafter "synthesis"), which can be interpreted as reflecting the observed behavior of the employee in the workplace.

The assessment usually takes about five to ten minutes to complete, and is available in paper-pencil, desktop and web formats.

PI measures four basic and fundamental structures of personality:

1. Domination: The degree to which an individual seeks to control his environment. Persons who score high in this dimension are independent, assertive and confident. Persons who have a low score for this dimension agree, cooperative and hospitable.

2. Extraversion: The degree to which an individual seeks social interaction with other people. Persons who have a high score in this dimension are sociable, persuasive and socially balanced. Persons with a low score on this dimension are serious, thoughtful and focused.

3. Patience: The degree to which an individual seeks consistency and stability in his environment. Persons who score high on this dimension are patient, consistent and deliberate. Persons with a low score on this dimension are fast-paced, urgent, and intense.

4. Formality: The degree to which an individual seeks to conform to formal rules and structure. Persons who have a high score on this dimension are organized, accurate and self-disciplined. Individuals with a low score for this dimension are informal, casual and uninhibited.

PI® also measures two secondary personality constructs, which are derived from a combination of each of the four primary personality constructs described earlier:

1. Decision making process: Measures how a person processes information and makes decisions. Persons who have a high score on this dimension are objective, logical and primarily influenced by facts and data. Persons who have a low score on this dimension are subjective, intuitive, and primarily under the influence of feelings and emotions.

2. Level of response: measures the overall responsiveness of an individual to the environment, which is reflected in his energy, level of activity and endurance. Persons who have a high score on this dimension have an increased ability to maintain activity and to endure stress for a long period of time. Persons who have a low score on this dimension is less than this capacity.

PI has been in widespread commercial use since 1955; minor changes were made in 1958, 1963, 1988, and 1992 to improve the psychometric (psychological testing) properties of the PI and to ensure that each of the individual elements of the assessment was appropriate and relevant and modern language standards.

PI is currently used by more than 8,000 organizations in a wide variety of industries and company sizes and is available in 70 languages, including Braille. In 2013, more than two million people worldwide completed the PI assessment.

And reviews about the test

Recruitment for IT organizations can not be called either a simple occupation or an exact science. Nevertheless, there are ways to confidently refuse unsuitable applicants and choose candidates with the right attitude to work.

Sandy hofmann

As a result of a careful three-week screening of bidders, Sandy Hofmann, director of information services and chief human resources inspector at Mapics, accepted Chris White (a fictitious name) as one of the IT managers in the company that provides solutions for industrial enterprises. White was responsible for managing a team of *** of six specialists and supervised one of the company's technological functions. Hofmann was convinced that White was perfect for this job, because in another company she successfully solved technical problems similar to those faced by the current supplier company. White provided good recommendations, and Hofmann formed an opinion about her as an able, assertive and self-confident specialist.

White did not work for long when Hofmann realized that she had made a bad choice. White did not protect the interests of her subordinates and even blamed them for their mistakes. She was arrogant towards employees older than her. And her immediate subordinates felt uncomfortable when they came to her for instructions. “We place high demands on managers,” says Hofmann. “Without worrying about respecting the rights of their subordinates, the manager does not think about the success of the company.” Three months later, White was dismissed from the company, and Hofmann again had to begin the costly and time-consuming process of recruiting a specialist.

Many directors of information services make mistakes when choosing workers, even being very careful. Of course, they know what qualities a challenger should possess.

The directors want to get an employee who is in love with his job, is eager to learn and is open to new knowledge, and also gets along well in the corporate sandbox. These properties determine the correct approach. Recruitment is like a game of dice, because the CIO does not know how to determine whether those who already work in his office have all of the desired characteristics, and whether everything that he claims is inherent to the applicant. The selection process is further complicated by the fact that candidates always try to make the best impression, and directors can no longer rely on recommendations, as lawyers are more and more strongly recommending companies not to make recommendations in order not to be held accountable.

Peter Kappelli, a professor of management at the Wharton School of Business at the University of Pennsylvania, explains most of the failures in the selection of specialists by saying that companies don’t think about the effectiveness of the hiring process. According to Kappelli, the improvement of this process does not require much effort. This statement will please those directors who for the last three years have been mainly engaged not in the recruitment of employees, but in layoffs due to the temporary suspension of production. As the economy returns to its normal state, they will have to recall interviewing skills and mastery of determining the suitability of candidates for specific positions. Three ways to assess the position of candidates and ensure the proper selection of personnel will help the directors in this work.

What to ask

Dick Grout, President of Grote Consulting, a company specializing in performance management, believes that HR managers often focus on the skills and qualifications of candidates rather than on their individual characteristics. “We are usually interested in whether a person can or cannot do work. We ask where he studied and what experience he has. ”

No one says that a CIO should not check an employee’s knowledge or inquire about his professional experience. However, he should think about such questions for interviews, which will help determine whether the individual qualities and position of the candidate are suitable for working in the proposed position for which he is applying. (You can learn the personal qualities of candidates using the example of the answers given in the box “I don’t believe in my ears!”)

Not necessarily limited to traditional issues. For example, Hofmann asks, “What would you do if I gave you an elephant?” (It is interesting, however, that she did not ask this question to Chris White.) At one of the interviews, the applicant for the position of customer service specialist replied that he would score an elephant and ate it. This answer led Hofmann to the idea that the applicant lacked the warmth necessary to work with clients. Another challenger said that she would learn to care for animals, feed and feed an elephant until she finds a suitable habitat. This response showed her empathy, and Hofmann realized that a customer service specialist was found.

Brian Katz, CIO at Arnold Logistics, usually asks candidates to describe their dream job. “The answer to this question allows you to look into the candidate’s soul and understand what he likes,” Katz says, and adds that IT managers need to be on the alert when candidates begin to describe the job they are applying for. Behind this may lie their insincerity and focus on their own plans, and not the answer to the question asked.

Sullivan argues that he uses the candidate’s answer to a question about his dream job to determine if the proposed position matches what the applicant is looking for. If so, then perhaps this is the winner of the competition. If not, then go to the next candidate. For example, a candidate dreams of a job, where he will be able to fully use his intellect, where his contribution to the work will be worthily rewarded and where colleagues subordinate their personal plans to the interests of the company. And if the spirit of fierce competition reigns in the company, then the applicant is unlikely to like it.

In addition, asking a candidate about his qualifications and experience should be asked as specific questions as possible. Often, CIOs offer to answer fairly standard questions, in particular: “Tell me about the projects you have been working on. What did you do well and what didn't? What do you expect from your supervisor, and what could your supervisor expect from you? ” Surely the candidate has prepared in advance the answers to such questions. Interviewees often say what they think you want to hear, and do not reveal their individuality.

Mark Zimmerman, vice president of IT at Gevity HR, advises asking the candidate what his role was in the organization. An applicant for a management position is to ask whether he had to fire someone. If necessary, how he did it. For example, the candidate will answer that he first consulted with a personnel specialist to ensure compliance with legal regulations and not put himself at risk of being sued in a lawsuit, and only then told an employee in his office that his work would demoralize the team and he would have to leave . Such an answer shows that this person is able to resolve difficult issues methodically and professionally. And on the contrary, if the candidate answers that he simply declared to the employee about his inconsistency with the position and handed the notice of dismissal without any discussion of the reasons,

Tracy Austin

Tracy Austin, CIO at the Mandalay Resort Group, suggests when asking for a project manager to ask for a candidate, as he tells the senior vice president that an important IT project has exceeded the budget by several million and is not working. Austin said that once a potential leader replied that he would let her make the message herself. Austin immediately realized that the applicant did not have enough strength and confidence for such work. It would be better to honestly state the problem, determine what was done wrong, and decide whether to resume work on the project or not to spend more company funds on this project.

Candidate assessment at behavioral level

The analysis of personality traits and character traits is of decisive importance in determining the suitability of a candidate for this work, but it is more difficult to conduct it. Some CIOs (for example, Katz from Arnold Logistics) use special tools for assessing personal and behavioral characteristics to determine a candidate’s suitability. Katz has a successful track record of using a Web-based technology toolbox called Predictive Index. Since 2001, using PI, he hired six people, and all of them still work in his organization. Behavioral characteristics are also determined using a five-factor personality model called The Big Five (conscientiousness, emotional stability, friendliness, sincerity, introversion or extroversion). Another tool, called the Minnesota Multiphasic Personality Inventory, is used to diagnose and treat personality disorders. This test is most often used when accepting employees at mid-level positions.

The PI test, developed in the 50s of the last century, provides information about which working conditions are most attractive for an employee, and what factors will best stimulate his performance (see the test at www.piworldwide.com). When conducting a test on a computer, PI generates two separate screens. At first, a list of 86 adjectives is displayed, including such ones as sophisticated, convinced, independent, loyal, indifferent, persuasive, stubborn and generous. The candidate being tested with PI is asked to choose from the list as many adjectives as possible describing the course of action that, in his opinion, those around him expect. On the second screen of the same adjectives, the test should mark those that he considers appropriate to the description of his personality. The PI test identifies optimal operating conditions for the test by comparing adjectives marked on different screens.

Meridith Levinson

Katz admits that when his company first used PI, he was skeptical. Reluctantly, he began working with this test, simply because it was a corporate initiative. He believed that it was possible to create an overly homogeneous organization with inactive, with all and all coherent employees. However, at the heart of the PI test, on the contrary, lies the idea of ​​the need to staff an organization with employees with different personal and behavioral characteristics.

When Katz learned to use the test, his skepticism waned. He was convinced that it is possible to perform the task of recruiting a specialist better and with less time spent on interviewing. Previously, employment decisions were made solely on the basis of the qualifications and experience of the applicants. Now, using the PI test, Katz has the ability to compare the required and real behavioral characteristics of the candidate.

In compiling a job ad, he uses PI to describe the type of person and the characteristics that a candidate must have. He distributes to the employees who occupy the same position for which they want to hire an employee, and to those who interact with them, a questionnaire called PRO (Performance Requirement Options), which includes a long list of activities, such as working at a computer part of the day and the distribution of orders to subordinates. Katz asks them to mention the most frequently performed activities. PI translates these activities into specifications and charts. For example, if employees mark the distribution of instructions, the ability to persuade and deliver ideas, then this means that a friendly contact person is needed, able to capture the hidden meaning in the manifestations of the feelings of others. In this case, Katz can write in a job advertisement that an extrovert with a developed intuition is needed.

Katz also uses PI to screen out candidates. In describing the qualities needed by the applicant for the position of system analyst, Katz, based on PRO data, indicated the ability to work in multitasking mode and rapidly changing conditions. After reviewing the resumes and selecting appropriately qualified candidates, Katz sends an email link to PI to these candidates. After receiving the results from them, Katz compares them with PRO. He then interviews candidates whose results are closest to the PRO, and hires a person better than anyone who meets his requirements.

The PI test also helps Katz identify those who can speak their teeth and those who give answers that they think will enable them to get a job. For example, when Katz was looking for a candidate for the position of leader, who had to solve many interpersonal problems and directly manage the work of small teams, he had to interview a candidate who looked great on papers and made a good impression during the interview. He responded well to questions about the management of someone else. However, the results of PI-testing of the candidate showed that he is passive and therefore does not possess the necessary traits of character. Then Katz asked the candidate how he would act in the event of a conflict and the need to fire someone. After several questions, the candidate himself realized that he did not meet the requirements of this position,

Ultimately, the PI test helps Katsu speed up the interview process. Before, he had to interview more candidates and more often invite them for repeated interviews. According to Katz, PI allows him to confidently cut off unsuitable applicants.

We are hiring stars

If you want to hire an IT management star, surround him with adoration. Such a technique is called “courting”.

Austin invited to the position of director of a person from a consulting company with which she collaborated before, working at Harrah? S Entertainment. He continued to work with her and during her transition to the Mandalay Resort Group. When the director’s vacancy opened at the Mandalay Resort Group, Austin contacted this person and told him about the vacancy. Cooperating with him before, she managed to evaluate his attitude to work. He was a master of architecture and application development; he had the desire and ability to teach others. He was interested in working with industrial consumers. He was a supporter of changes in leadership and learning.

Making sure that the candidate she chose became interested in the proposal, Austin went to the head of the consulting firm and told him about it. She got a great director, while knowing him well. And she maintained her relationship with the company because she acted directly and decisively. Sullivan agrees with Austin that, hiring an acquaintance, the director risks less.

In addition, recruiting “courting” helps the CIO avoid the problems associated with biased advice. If Zimmerman from Gevity HR is looking for, say, an Oracle database administrator or a business analyst, and the candidate’s resume states that he worked in Oracle centers, then Zimmerman or one of his employees calls familiar Oracle managers and inquires if they know those candidate to check the recommendations. Zimmerman considers the use of connections in the IT industry as a reliable way to obtain "backstage information."

Play for sure

Receiving new employees is one of the most important duties of the director of information services. The contribution of the CIO and his service to the company’s activities directly depends on the quality of the staff. The time spent on the selection of specialists with proper qualifications and attitude to work pays off a significant increase in human resources. "We are going to work together, so it’s important that the team members complement each other."