Wouldn’t the recruitment function be a lot simpler if candidates applying for jobs were genuine & honest?
Unfortunately, more often than not, what you see (in an interview), is not what you get (after employing a candidate). Applying for a position within an organization is similar to that of applying for a role in a play. It’s human nature to learn how to mask and adapt in order to maximize one’s chances of success. Decisions are often subjective, based on whether the candidate meets with the interviewers internal check-list, in other words whether their personalities resonate. Reality is however, this is simply not good enough and often has devastating and very costly results for the organization concerned!
Having come from the recruitment industry myself, I have seen first-hand how incorrect recruitment decisions have amounted to hundreds of thousands in lost revenue, both in recruitment fees, management time, salaries, training and ultimately, the dismissal process.
The PREVUE online psychometric assessment tool has been on the market since the early 90’s and in a relatively short period of time, has become a global market leader. Quick and cost effective, the PREVUE assessment eliminates all guess-work as it evaluates one’s abilities, personality and interests, matching these dimensions to your customized job benchmarks.
By administering the PREVUE assessment, we will be able to assist you with your:
recruitment and selection process,
identifying training needs analysis,
Put the PREVUE assessment to the test: if you are not 100 % satisfied with the results provided, we will offer you a money back guarantee!
LEADERSHIP – A FINAL WORD!
Monday, 30 June 2014 11:36
Written by Assessments Online
It is a sad reflection, but true leadership is generally in short supply in this age. In fact the entire globe is facing a significant crisis of leadership,
and our networking partne
r, Futuristic Training has addressed this dilemma by offering some highly effective training solutions.
Central to this perspective is that the philosophical traditions of Africa offer an important contribution to the theory and practice of leadership in the world today. African humanism, or Ubuntu, evokes both reason and empathy as the basis for ethical leadership.
Ubuntu – articulated in the Zulu proverb umuntungumuntungabantu – means that a person is a person because of other people. Futuristic Training contends that the reciprocal
relationship between the individual and the social collective stimulates caring and progressive thought and action. Nowhere are leadership qualities more apt than in the attuned relationship between leader and followers. Humanity is a way to describe these qualities, because this reflects the leader’s vital relationship with people.
A leader who is not attuned to his or her followers invariably fails. Connectedness, compassion, empathy, integrity, humility, reasonableness and a determination to be effective are the keys to attuned leadership. An attuned leader can step boldly into an uncertain future with the certainty that his or her followers will lend their support.
The ability to inspire in the hardest times, to guide through the toughest passages, and to be a sounding board when people are struggling — these are the ultimate tests of a successful leader.
Explaining and understanding the nature of good leadership is probably easier than practising it. Good leadership requires deep human qualities, beyond outdated and traditional
notions of authority.
In this new millenium good leaders are an enabling force, helping people and organizations to perform and develop, which implies that a sophisticated balance be achieved – between your people’s needs, and the aims of your organization.
Effective leadership does not necessarily require great technical or intellectual capacity. These attributes might help, but they are not pivotal. Good leadership in this modern age requires attitudes and behaviours which characterise and relate to humanity
The concept of serving is fundamental to the leadership role. Good leadership involves serving the organization or group and the people within it. Ineffective leaders tend to invert this principle and consider merely that the leader must be served by the people. This faulty idea fosters the notion that leadership as an opportunity to take: to acquire personal status, advantage, gain, etc., at the expense of others, which is grossly wrong. Leadership is instead an opportunity to give; to serve the organization, and crucially the people too.
Many capabilities in life are a matter of acquiring skills and knowledge and then applying them in a reliable way. Leadership is quite different. Good leadership demands emotional strengths and behavioural characteristics which can draw deeply on a leader’s mental and spiritual reserves.
The leadership role is an inevitable reflection of people’s requirements and challenges in modern life. Leadership is therefore a profound concept, with increasingly complex implications, driven by an increasingly complex and fast-changing world.
Leadership and management are commonly seen as the same thing, which they are not. Leadership is also misunderstood to mean directing and instructing people and making important decisions on behalf of an organization. Effective leadership is much more than these. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadershi
p is about behaviour first, skills second. This is a simple way to see how leadership is different to management:
• Management is mostly about processes.
• Leadership is mostly about behaviour.
Good leadership therefore depends on attitudinal qualities and values, not management processes.
Qualities critical for a leader’s relationship with his/her people are quite different to conventional skills and processes:
These are examples of highly significant leadership qualities:
People with these sorts of behaviours, values and attitudes tend to attract followers. Followers are naturally drawn to people who exhibit strength and can inspire belief in others. These qualities tend to produce a
charismatic effect. Charisma tends to result from effective leadership and the qualities which enable effective leadership. However charisma alone is no guarantee of effective leadership.
Some people are born more naturally to lead than others.
Most people don’t seek to be a leader, but many more people are able to lead, than they realize.
People who want to be a leader can develop leadership ability through modern training methodologies. Leadership is not the exclusive preserve of the wealthy and educated.
Futuristic Training has researched and drawn various leadership training methodologies from the best in the world. This has a positive and direct bearing on staff turn-over, productivity and company profitability.
Organisations today can scarcely afford NOT to train in this vital area of business survival and growth.
DIVERSITY IN THE WORKPLACE
Monday, 30 June 2014 11:31
Written by Assessments Online
Workplace diversity is a people issue, focused on the differences and similarities that people bring to an organization. It is usually defined broadly to include dimensions beyond those specified legally in equal opportunity and affirmative action non-discrimination statutes.
Diversity is often interpreted to include dimensions which influence the identities and perspectives that people bring, such as profession, education, parental status and geographic location.
As a concept, diversity is considered to be inclusive of everyone. In many ways, diversity initiatives complement non-discrimination compliance programs by creating the workplace environment and organizational culture for making differences work.
Diversity is about learning from others who are not the same, about dignity and respect for all, and about creating workplace environments and practices that encourage learning from others and capture the advantage of diverse perspectives.
For many businesses, it’s a disappointing and unfortunate conclusion: diversity efforts have not made the progress that so many had hoped for since South Africa’s transition to a constitutional democracy. Understanding why South African business and organisations in general have not made more diversity progress is complex. The bottom line: to maximise the impact of diversity efforts, diversity work must be woven directly into the business’ people strategies and the way we manage our businesses.
Diversity efforts were driven in the 80’s, and early ’90’s primarily by the need to begin to adapt to the realities of a shrinking talent pool, and revised legislation ‘outlawing’ discriminatory HR practices based on colour and gender. For instance, ‘Equal Employment Opportunity’ practices and subsequent ‘Valuing Diversity’ efforts focused on a subset of the population, requiring employers to increase the presence of under-represented groups in their workforce.
The scope of diversity work expanded dramatically from 1994 onwards with the promulgation of the South Africa Constitution Act, and from 1998 onwards with the passing of the Employment Equity Act. Employers have been forced (by law) to accelerate the hiring of a more diverse workforce and to remove the barriers to employment progress for previously disadvantaged groups. However, changing the numbers has not been enough; figuring out how to effectively work together is the bigger challenge, and education about differences has been introduced.
While heeding the law is mandatory, this “extra effort,” which focuses on diversity training and interpersonal learning, is still perhaps viewed as an optional extra frequently not tied to the business, and often not as effective as newly ‘affirmed’ leadership intends. While there are a few success stories, there are many cases in which participants either do not know why they are there or are not able to apply what they have learned, and how to apply the tools to their workplace responsibilities, because their corporate culture does not reinforce components of the education they receive.
HOW INDISPENSABLE ARE YOU?
Monday, 30 June 2014 11:29
Written by Assessments Online
Succession planning is often a process which is given very little attention while the day to day operations take precedent in running a business.
The bottom line is: do you have the right people in the right roles? Have they been mentored and coached sufficiently? Are your staff adequately trained to do their jobs? Do the company’s processes run the company, or is it run by the well-intentioned but unpredictable whims of the managers and employees? Can you take a vacation without checking in every day? Do you take your smartphone with you everywhere you go? If you were to become disabled or die prematurely, would your business survive?
The reality of the situation is, no-one should be indispensable, therefore proper structures need to be implemented to ensure succession planning processes and procedures are effectively put in place, ensuring the longevity of your business.
JOB SHADOWING – IS IT REALLY IMPORTANT?
Monday, 30 June 2014 11:27
Written by Assessments Online
There was a program on TV some time back called “dating in the dark”. In a nutshell, people were introduced to one another in a dark room so the contestants had no idea of the looks of the person they ultimately would be going on a date with. Now, I know that job shadowing is a completely different topic but, the principle is pretty much the same. Would you take the risk of studying for years to enter into a career which in essence, you had NO experience of? The job description may look fantastic on paper BUT the reality of the situation may be very different indeed. Job shadowing allows you to get a hands-on view of what the job environment is all about.
For example a travel agent does not generally do a lot of travelling! It involves one sitting in front of a computer monitor, interacting with clients and booking their holiday accommodation and flights.
Likewise with any job, questions you should be asking are:
• What are the chances of promotion within this field
• Would I need to re-study to enter this same profession should I choose to emigrate
• Will this job still be around in years to come
• What is the best qualification to enter this field
• What type of salary could I expect to earn
• What are the chances of finding employment in this profession
Before even considering job shadowing though, first be sure the job you have chosen to shadow is one you are suitably matched to. I for one, endorse psychometric assessments given the accuracy of the results. Why take a risk in choosing a career that in time, you will despise, only resulting in you having to start from scratch again! Be clever – get it done the first time round!