Even an entry-level position suitable or minimal skills is better filled by a compatible personality such as one tolerant of repetition and mundane occupation. Organizations are recognizing more and more the importance of personality when looking for candidates to fill job openings. Personality testing is more widely used in business than ever. As of the year 2014, the $500-million industry of assessing an individual’s disposition has been growing by 10 percent each year.
With over 2,500 personality questionnaires to choose from, employers have ample tools at their disposal to assess the compatibility of a candidate’s rationality with a particular job. Testing is done to give employers a defense against legal dispute over the allocation of a position; companies using formalized testing have a quantifiable measurement to justify hiring decisions that carries more legal weight than the intangible preference of a hiring manager. Each person’s temperament plays into how they communicate and react to others at home, in the workplace and in social settings.
One’s temperament is developed by a combination of natural instincts and life experiences. Personality temperament provides the lens through which we IEEE life and how we interact with others. Over time, as we experience new things and our temperament may change slightly. It is an employees responsibility to understand how to best interact with their employees. It doesn’t matter if we’re talking about family members or non-family employees, there can be communication challenges caused by differences in each individual’s personality temperament.
By learning more about their own temperament, employees can improve their communication skills. In most cases, a company will not be able to change a person’s personality, so it is important to learn to understand and how to deal with others of a different personality. An improved understanding can lead to better communication and a more harmony. As a company, understanding their employees’ personality can help them design training and evaluation systems that better fit the employee. This understanding will also aid them in daily communication and employee motivation.
Understanding their employees’ temperament will help them know what incentives will motivate their employees and what will not work. Thus, it will lead to an incentive system that works in the way they planned. It is also important to remember that every person’s personality will have varying degrees of characteristics. Each of these has different strengths that they bring to the table, so having a workforce with a variety of characteristics represented is not a bad thing, but rather a positive. Each personality has a unique way of approaching daily chores as well as challenges that might arise.
Keeping all this in mind, let us now look at a software giant like Google to see how much importance they give to understanding their employees’ personality in order to improve the reference of the company and thereby achieve success. Google’s Project Oxygen Since the early days Of Google, people throughout the company have questioned the value of managers. One employee says that Google is a company built by engineers for engineers and most engineers want to spend their time designing and debugging, not communicating with bosses or supervising other workers’ progress.
A few years into the company’s life, founders Larry Page and Sergey Bring wondered whether Google needed any managers at all. In 2002 they experimented with a completely flat organization, eliminating engineering managers. That experiment lasted only a few months. And as the company grew, the founders soon realized that managers contributed in many important ways. Google now has some layers, but not as many as you might expect in an organization with more than 37,000 employees: just 5,000 managers, 1,000 directors and 1 00 vice presidents.
Here’s the challenge Google faced: How to identify the key personality traits impacting the relation between managers and their subordinates and how to address them to effectively improve performance of managers. In 2006, Page and Bring brought in Laszlo Bock to head up the human resources function – appropriately called people operations, or people ops. From the start, people ops managed performance reviews, which included annual 360-degree assessments. A year later, with that foundation in place, Bock hired Parkas Stets to lead a people analytics group.
He challenged Stets to approach HER with the same empirical discipline Google applied to its business operations. Stets recruited several Ph. D. S with serious research chops. In early 2009 people analytics presented its initial set of research questions to Stets. A few questions stood out: Do managers matter? What personality traits must they exhibit to improve their performance? To find the answer, Google launched Project Oxygen, a multilayer research initiative.
It has since grown into a comprehensive program that measures key management behaviors and cultivates them through communication and training. Within a year, the company had shown statistically significant improvements in multiple areas of managerial effectiveness. Project Oxygen was designed to offer granular, hands-on guidance. It didn’t just identify ascribable management traits in the abstract; it pinpointed specific, measurable behaviors that brought those traits to life. That’s why Google employees let go of their skepticism and got with the program.
Data-driven cultures respond well to data-driven change. Google’s Oxygen was designed to identify what successful Google managers do. Too often, training departments try to help managers improve their competencies traits of good managers. But changing traits rarely works. Instead, Google chose to teach managers what to do. The Project Oxygen team spent one year data- inning performance appraisals, employee surveys, nominations for top manager awards and other sources. The result was more than 1 0,000 observations of manager behaviors.
The research team complemented the quantitative data with qualitative information from interviews. The interviews produced more than 400 pages Of notes, which Were coded using standard behavioral science methodologies. By examining data from employee surveys and performance reviews, Google’s people analytics team identified eight key behaviors demonstrated by the company’s most effective managers. A good manager: . Is a good coach. Provide specific feedback and have regular one-on-one meetings with employees.
Also, offer solutions that are tailored to each employee’s strengths. 2. Empowers the team and does not micromanage. Give employees space to tackle problems themselves, but be available to offer advice. 3. Expresses interest in and concern for team members’ success and personal well-being. Make new members feel welcome and get to know your employees as people. 4. Is productive and results-oriented. Focus on helping the team achieve its goals by proportioning work and removing obstacles. . Is a good communicator – listens and shares information.
Learn to listen as well as share information. Encourage open dialogue and pay attention to the concerns of your team. 6. Helps with career development. Employees want to feel like their efforts will be noticed and that their hard work is furthering their careers.