Making the Most of Personality Profile Reports

Perhaps one of the reasons some people complain about the perceived high cost of personality profiling is that they consistently fail to utilise the full value of the information they have gathered in the selection process.

From the employers perspective, most of the time the profile report gains the full attention of the selection panel before and during the interview, but once the appointment is made, the report gets filed away in the HR info system, never to see the light of day again. Even when newly appointed staff experience difficulties during induction and those critical first few months in the role

From the successful candidate’s perspective, the feedback report pales to insignificance compared to the ultimate positive feedback of a job offer and the take-up of a full face to face or phone feedback session is typically about 30% among successful candidates.

A strong personality profile report adds even more value in keeping newly appointed staff engaged, motivated and happy in their new job than it does in the recruitment process, so here’s a quick guide to gaining the full ROI of personality profiling post-selection:

Personal & Professional Development Plans

Better personality reports include development plans for newly appointed staff and their line manager to explore, with the aim of identifying behavioural preferences that could impede success in the role and what training, coaching or other support should be put in place to assist new members of staff in becoming effective in their new role.

If your current personality reports don’t include a Development Plan, take a look at pages 18 – 21 in this link, then give us a call.

Team Roles

Based on the work of Meredith Belbin, team roles identify where your new staff member is likely to contribute the most to the team they are joining, allowing the HR function and line managers to identify whether the team is strengthened by different insights into problem solving and decision making, as well as where potential for conflict with existing team dynamics exist.

If your current personality reports don’t include Belbin Team Roles, take a look at page 10 in this link

Management & Leadership Styles

Where newly appointed staff will manage others, gaining an insight into their preferred management & leadership styles helps determine risks for conflict and early interventions of coaching and support to ensure management style is aligned with organisational culture or prevailing successful team culture

If your current personality reports don’t include Belbin Team Roles, take a look at page 11 in this link

Subordinate Styles

Gaining an insight into how best to manage & motivate a new staff member is vital in ensuring a smooth induction & first few month of a new employer/employee relationship, affording the opportunity for managers to consider their preferred style & whether it is in conflict with behaviours that would get the most from new staff members

If your current personality reports don’t include Belbin Team Roles, take a look at page 12 in this link

Influencing Styles

How is your new member of staff likely to influence others, both inside & outside of the team? Does their influencing style add new dimensions to the team’s capability to win new business externally or influence other teams within the organisation?

Again, a strong personality profile report should include this valuable information, & if you’re current reports do not, then take a look at page 13 in this link, then give us a call.

 

Getting the full ROI from personality profiling is a two-step process of firstly picking a questionnaire capable of delivering the value, then using the information for the whole recruitment, selection, induction & first year in the role.

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