Your analysis of a job's success factors needs to be
comprehensive and specific.
TASKS: Let's say you need a PHP developer, but
you need someone who has worked on websites like yours because yours presents
certain specific and unusual problems and you need someone to solve those
problems. And let's say that you don't specify the exact experience that you
need as a check-off requirement. You just say, "Needs X years of PHP
experience." The chances are good that you will hire someone who has good
PHP experience, but cannot solve those problems. You need to specify the tasks,
abilities or experience precisely.
ABILITIES: Let's say you do specify that experience and you find someone who worked on a website that presents the same problems, but you fail to ask the candidate if s/he is a very detailed person. And s/he is not and makes mistakes because of it...and so is not very productive. That's what you will hire. You need to specify the underlying skills that suggest that the person CAN do the job.
ABILITIES: Let's say you do specify that experience and you find someone who worked on a website that presents the same problems, but you fail to ask the candidate if s/he is a very detailed person. And s/he is not and makes mistakes because of it...and so is not very productive. That's what you will hire. You need to specify the underlying skills that suggest that the person CAN do the job.
TEMPERAMENT: Let's say you do everything else
right, but you don't specify that the person still has a passion for software
development, and you hire someone who doesn't. They will be gone as soon as
they realize that they don't love what they are doing. You have to specify that
the candidate wants to do the job.
CULTURE: Let's say you specify everything about the person and the job, but the person does not fit your company's culture. That won't work in the long term.
BOSS: And, lastly, let's say that everything else is there, but the boss just will not like the new employee's work ethic. There is no values alignment about effort. That won't work in the long term, either.
The Wentworth methodology attempts to measure the whole person against the whole job and work environment. We offer as many as 50 pieces of information (job related, organizational/cultural fit related, and workplace fit related) about each candidate.
In my next blog post, we'll tell you how to measure candidates against all these criteria so you can have clear, precise and easy to understand profiles of your pool of candidates from which you will pick an employee.
If you are interested in how Wentworth can help you select employees who will be productive and stable, or teach your employees how to do it, please call me at 310 732 2301.
Thanks so much.
CULTURE: Let's say you specify everything about the person and the job, but the person does not fit your company's culture. That won't work in the long term.
BOSS: And, lastly, let's say that everything else is there, but the boss just will not like the new employee's work ethic. There is no values alignment about effort. That won't work in the long term, either.
The Wentworth methodology attempts to measure the whole person against the whole job and work environment. We offer as many as 50 pieces of information (job related, organizational/cultural fit related, and workplace fit related) about each candidate.
In my next blog post, we'll tell you how to measure candidates against all these criteria so you can have clear, precise and easy to understand profiles of your pool of candidates from which you will pick an employee.
If you are interested in how Wentworth can help you select employees who will be productive and stable, or teach your employees how to do it, please call me at 310 732 2301.
Thanks so much.
John
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