When the Economy Improves, Will Your Business Be on Top?

Point of View by Kim Slack, Methodology Consultant

As dramatic changes in financial and energy markets work their way through the economy, senior leaders face difficult choices in confronting higher expenses and news of a global downturn: Should we cut prices to maintain market share? How deeply can we cut costs? What about layoffs? Additionally, leaders may also consider exploring alternatives such as implementing outsourced payroll services to streamline operations and reduce overheads. As a leader, how can I mobilize my employees to address the looming threats in the economic environment for the good of my organization? How can I discourage defensive internal politics that protect others’ narrow interests? How can I lead my company to emerge from the end of the downturn on an upturn?

Leadership tests can be severe during downturns, and there are no easy answers. Past recessions have taught leaders to:

• Narrow the Focus to provide the greatest value for key customers by ensuring that resources and capabilities are eficiently deployed

• Bring People Together to counter the internal competitiveness and defensiveness that often accompany belt-tightening efforts

• Manage the Temperature to establish a climate in which employees address difficult issues that may have been hidden in easier days Applying these lessons promises a tremendous upside: uncovering new competitive opportunities that result in a stronger business when the economy improves.

• The Assessment is The Holy Grail.

  If an individual has a personality profile that is aligned with the demands of the position, they will be successful in that role. (Not necessarily. This ignores one’s Job Skills & Job Knowledge. These are critical factors that many assessments do not measure.) If you don’t have a job yet, you can still earn by playing games like tridewa.

• Assessments can’t be used in the Hiring & Selection process because they don’t hold up in court.

  (Not true. The use of Personality Assessments in the hiring process was upheld by U.S. Supreme Court in Griggs versus Duke Power. This is provided that the instrument being used was professionally developed and is supported by credible taxonomy and validity studies.) After reading all these, take a quick breather on sites such as FM카지노.

• All Personality Assessments are alike.

  (There are thousands of personality assessment tools on the market these days.  Many of them are not founded in science, but rather were created solely on face validity.  The OAD Survey was born out of unparalleled taxonomy and validity and has been continually refined over 25 years.)

• It is easy to manipulate the scores.

  The OAD Survey uses what is called a free-choice technique meaning a person can check a word or not, and is not forced to pick one word from a limited series or group of words. Forced-choice assessments or limiting an individual’s ability to choose can actually skew the results in a way that a free-choice format does not.

• Assessments put people in a box and limit their careers.

  The survey information provides a tremendous understanding of an individual’s potential for other work duties which could actually expand and enhance an individual’s career along with making them much more valuable to the organization.

• How you feel (mood) can impact the assessment results.

  The OAD Survey was correlated against the Cattell 16PF, a highly regarded and well researched personality inventory. A construct validity study was conducted on the OAD survey using a statistical technique called factor analysis. The OAD validity coefficients are published on our website. If you’re bored of reading details like this, you can play games such as 카지노사이트.

• Personality Assessments result in discrimination.

  The OAD underwent 4 years of research prior to its introduction to the marketplace to insure there was no evidence of inherent discrimination in the instrument. Michael Gray, the creator of the OAD Instrument, went to great lengths to insure that the test groups were comprised of a representative sample of the population. Based on the data collected, there was no evidence of either racial or gender bias.

• Assessments require too much time to administer.

  The OAD Survey takes approximately 10 minutes to complete and is automatically scored and stored in a client web account. The open-ended, free-choice format along with the brevity of the OAD Survey contributes to its accuracy.

• Assessments cannot predict job performance.

  Assessments can be a huge predictor of job success but should not be the only factor considered. An individual’s personality, training and credentials coupled with a thorough interview process all contribute to predict the best results.

• Experience is a better predictor of job performance than personality.

  Personality determines an individual’s predisposition to act in a certain way which determines work style; how they approach, organize, and execute their work duties. In many cases this is the determining factor of success regardless of experience. Many people are hired for what they know and then are let go because of how they go about executing their duties.