“Permission to Play” Assessments

“PERMISSION to Play” Assessments 11

“Permissionto Play” Assessments

BryonCoro

BUSI643

Dr.Daniel Gilbert

March23, 2014

Abstract

Culturefit has been deemed the most important attribute for potentialemployees’ in any organization. The ability to work efficientlywithin an entity and “mesh” with the current workforcecontributes directly to productivity and longevity within thecompany. But, this fact first requires that a “permission to play”right has been established and understood before selecting forcultural fit. Intelligence quotient (IQ) assessments serve as a verypopular example to accomplish this beyond testing for IQ,organizations also like to perform a Personality Test in order togauge the mindset of a potential hire. Candidates for employment arenot usually completely eliminated for contention on theseassessments, but are labeled for the most successful path they couldpotentially follow. Think specifically about a Sales Representativeand what attributes would be important for them. Adjectives like“Self-Motivated,” “Competitive” and “Outgoing” usuallycome to the top of the list and easily identify strong attributes forconsideration. Through the scope of a literature review, the conceptof hiring assessments will be examined and strong tests for attentionwill be identified.

“Permissionto Play” Assessments

Theprocess of selecting a potential employee involves analyzing variousaspects of a potential employee so as to fit a person’spersonality, skills and IQ with the right job. The process isthorough so as to ensure that a person with the right skills andability is given the correct job. Permission to play allows employersto give employees the freedom to work freely and discover theirstrengths and weaknesses before assigning them positions. Thepermission to play defines the minimum requirements that a potentialcandidate has before being given a job. It is important for employersto establish what minimum skills are required in an employee beforebeing given a job. The process of selecting a candidate looks atthese minimum requirements before hiring the person. Once employed,the company must also strive to retain the employee.

Intelligentquotient is a common human resources test in modern organizations.The test tests the candidate’s ability to think creatively, quicklyand analyze situations accurately. The candidate ought to be able tothink creatively before being given a job. This is an essentialminimum requirement before getting a job as it shows that thecandidate is an active participant in the work place. This also showsthat the candidate can come up with creative ways of solvingimmediate problems in the company (Berta, 2002). The test forcreative thinking helps the company’s human resource team to decidewhether the candidate is fit for the job. This also tests thecandidate’s thinking ability.

Additionally,the intelligent quotient focuses on whether the candidate can thinkquickly. The process of solving a problem requires immediateattention so as to solve emerging problems swiftly to the advantageof the company (Berta, 2002). Modern companies operate in verycompetitive environments and it is important for employees to solveproblems quickly and creatively. The changing environments of doingbusiness dictate that organizations must solve problems and come upwith new strategies quickly so as to remain relevant. The intelligentquotient enables managers to determine whether potential employeescan think and act quickly so as to stay ahead of the competition.

Accordingto DinaBerta, the process of matching these skills with the job can be easedusing the CheckStart, which can be matched to the company’s profileand filled by the potential candidate so as to match the skills withthe job. Berta says that the program is suitable as it accuratelyanalyzes the company’s profile and the job requirements (Berta,2002). The company’s profile is important as it analyzes thecompany’s activities and matches this with employee skills. Theprogram is also important because mere interviews are often notaccurate in determining a candidate’s intelligence quotient. Itmatches the candidate’s values with those of the company in orderto ensure that the reason for hiring is sufficient to enable theemployee meet his obligations accurately (Berta, 2002).

TheCheckStart program is also affordable and quick. This combined withaccuracy makes it suitable for selecting candidates as it eliminatesthe need for long periods of time and assures the company of gettinga qualified person for the job. Berta argues that the process ofselecting a candidate ought to be impersonal and the use of theprogram ensures that the process is efficient and not personal(Berta, 2002). The program has an accurate psychological profiling astestified by companies, which have used it and this makes it atrustworthy program. The psychological profiling of candidatesanalyses the intelligence quotient and this is the most importantfactor.

Inaddition to this, psychological profiling looks at the candidate’spersonality and ability to interact well with co- workers andclients. This relates to the candidate’s personality as the processof carrying out duties requires certain personalities. This is inrecognition to the fact that modern organizations encourage team workas this is among the most effective ways of reaching goals. Accordingto Berta, personality is part of the intelligent quotient as it isemotional intelligence and it is useful especially under stressfulconditions (Berta, 2002). This is part of the permission to play asit enables the potential employee to determine how the candidatehandles situations.

Personalityis important in the work place as it determines how one can interactwith other people. The personality is determined by how a personresponds to situations. The response to situations indicates theability to handle new situations professionally while retaining theability to observe the core values of the organization (Berta, 2002).Each company has a set of core values that guide the mechanisms ofthe company and potentially effective candidate is one who workswithin the framework of the core values in all situations. Thepersonality of a person shows how well a candidate can handlesituations.

Personalityalso involves integrity and honesty. Honesty and integrity arenecessary features of a potential candidate. According to Berta,integrity is important because the candidate is to be trusted withcompany information and resources and thus, a person is to have highintegrity and honesty (Berta, 2002). A good candidate is also one whocan speak and work honestly under all conditions. The CheckStarttest measures a person’s personality based on integrity andhonesty. Berta argues that skills alone are not enough to hire apotential candidate (Berta, 2002).

Hiringalso involves matching the right skills to the position to be filled.This is accomplished by ensuring that the management the companyemployee- centered. In this case, employees are given a chance toutilize their skills to the maximum so as to achieve the bestresults. When employees are encouraged to maximize their potential,the management can easily pick out skills that are suitable forcertain jobs (Sexter, 2002). This is how specialization emerges andit is critical in innovation and creative solution to emergingproblems. According to Kaye and Sreb, an organization is only able toattract the right skills if it is employee- centered so that the bestskills are easily picked out and nurtured (Kaye &amp Sreb, 2003).

Oncehired, the permission to play also focuses on retaining employees.The procedure for hiring and training new workers is costly and itinvolves many resources. It is for this reason that companies oughtto struggle to retain their employees. According to Ramlall,retaining employees is also important as the experienced employeesare the ones to participate in training new employees about thespecific needs of the company (Ramlall, 2004). The older employeesare also important in carrying forth the goals of the company.According to motivational theories, companies ought to keep theiremployees motivated so that they do not get the desire to move.Motivation is in the form of rewards schemes that make the employeesfeel appreciated.

Thepermission to play makes room for employee rewards as a core value ofthe organization. This can also attract qualified candidates asemployees are bound to go to organizations that appreciate theirefforts (McCuan, 2004). Motivation can also be in the form oftraining and skill- enhancement programs, which improve the market-worth of the employee (McCabe, 2004). It is necessary to grow theskills of the employees so as to make them remain relevant in the jobmarket. Retaining employees is also determined by their skill set andit is always cheaper and efficient to improve the skills of existingemployees rather than employing new ones (McCuan, 2004). This is partof the motivation program as it indicates that the employee isvalued.

Ramlallalso argues that employees can be motivated through reward schemeswhich reward their efforts whenever necessary (Ramlall, 2004).Psychologists are of the opinion that the motivation can be in theform of physical rewards such as gifts and promotions, orappreciation (McCabe, 2004). Employees are often rewarded throughpromotions, which are recognition of the employee’s efforts andabilities. According to the values of permission to play, promotionsare an indication that the employee has accumulated enough skills andknowledge to deserve new challenges. Promotions ought to be part ofthe core values of the organization. They act as silent motivatorsfor employees to put the best performance. Promotion is a goodmotivator for employees rather that employing employees from outsidethe organization (Sexter, 2002). It motivates junior workers to putin efforts so as to be considered for promotion.

Employeeretention is also based on the working conditions of the company.People like to work in healthy environments with adequate resourcesto facilitate their actions. The environment ought to enable theemployee to carry out his duties and responsibilities with minimumdistraction (McCuan, 2004). Companies that retain employees provideall the requirements for doing a job because this allows the employeeto focus of performance rather than acquisition of resources (Herman,2007). The working conditions also involve the leadership in place. Agood leader is one who motivates employees and offers support for herteam. Employees who have poor leaders often leave the company withina short period due to poor working environment. An organization oughtto, therefore, hire good leaders as they are essential in creating aconducive working environment.

Anaddition means of motivating workers is by giving them feedbackregarding their work. It is a good leadership culture to ensure thatemployees are aware of their performance at all times (Phifer,2008).This allows employees to know areas that require improvement andareas that are satisfactory. Feedback is important in retainingemployees as it acts as a report for performance. The performance isimportant as it satisfies the employees regarding their work (Herman,2007). Psychologists argue that human beings like to work insituations where they are aware of their work and not an emptyenvironment. Human beings like responses as this shows that there iscommunication taking place. Proper feedback channels help in employeeretention as they are constantly aware of their activities and areasthat need improvement.

Employeeretention also involves involving employees in making decisionsregarding the company. It is important to always seek the opinions ofemployees and implement them as this shows that employees areappreciated (Phifer, 2008). It also demonstrates that the companyvalues the input of employees are they are part of the company andnot just facilitators of the work (Herman, 2007). Employee opinionand feedback is important in ensuring that employees get activelyinvolved in running the organization. It also encourages employees toget creative and this is a priority issue to consider when hiringemployees. According to Bart’s, model of recruiting employees, thecompany ought to focus on the intelligence quotient of the employee.The intelligence quotient informs employers whether the candidate iscreative and innovative. Once hired, the company ought to utilizethis creativity and innovation (McCabe, 2004).

Hermanadds that employees are likely to stay in a company that promptlyaddresses their problems. High employee turnover can be reduced byensuring that the company pays attention to employees and their needs(Herman, 2007). The changing working environment means that there arealways new opportunities and the organization ought to be responsiveto the needs of employees so as to retain the employees. The responseto employee needs also demonstrates that the organization is not justinterested in the employees as facilitators of the work, but also asimportant components of the organization. This includes the terms ofhiring. The company must have suitable terms of employment that takecare of the personal welfare of its employees (Sexter, 2002). Thepermission to play requires companies to put in place suitable termsof employment so as to attract and retain skilled staff.

Employeeretention is also aided by a good vision for the company. Anelaborate vision is important as it tells employees the directiontowards which the organization is moving. This instructs workers ofthe management’s expectation of them. It is necessary to have adefined vision as it also allows employees to know where theorganization is headed and whether there will be room for them in thefuture (Sexter, 2002). The employees ought to get actively involvedin implementing the vision of the organization so as to be part ofthe organization. This is a god motivating factor as it providescertainty for employees.

Kayeand Sreb also agree that a good working environment is one that ismade of trust between employees and management. The employees preferto work in areas where the leaders can be trusted to ensure thattheir welfare is observed (Kaye&amp Sreb, 2003).A trustworthy working environment also means that the leaders havefaith in their employees to deliver on their duties effectively. Thisis demonstrated by rewards such as promotions as it shows that thecompany’s leadership trusts its employees to perform well. Theorganization must always ensure that the working environment istrustworthy as this creates harmony and allows employees to workeffectively so that they can achieve the set goals and objectives.

Inconclusion, the process of selecting a candidate looks at theseminimum requirements before hiring the person. Once employed, thecompany must also strive to retain the employee. The process ofhiring employees is long and it aims at hiring a person with the bestskills for the job. The process of hiring looks at the intelligencequotient of the candidate. This encompasses the ability to thinkquickly and creatively and to have a good emotional intelligence thatallows the person to work well with others. Once hired, the companymust strive to retain its employees through motivation, effectiveleadership, having a clear vision, and training employees. Employeeretention is also important in attracting employees with the correctskills for the job.

References

Berta,D. (2002). “Chains tap psychological profiling to trim HRturnover.” Nation’sRestaurant News,36, 20.

Herman,R. (2007). “Reducing costly employee turnover.” HRFocus,74, 15-16.

Kaye,B. &amp Sreb, S. (2003). “Quick quits stem the turnover tide.” ExecutiveExcellence,17.

McCabe,C. (2004). “Motivating and retaining employees.” RetrievedOctober 15, 2004,

fromhttp://www.zeromillion.com/business/employee-motivate.html.

McCuan,J. (2004, April). “Guard your exits.” INC.Magazine,44-46.

Phifer,C.B. (2008). “How a small manufacturing plant dealt with a highemployee turnover rate.” IndustrialManagement,20, 25-29.

Ramlall,S. (2004). “A Review of employee motivation theories and theirimplications for employee retention within organizations.” Journalof American Academy of Business,5, 52-63.

Sexter,K. (2002). “Retaining employees: A modern manager’saccountability.” ExpertMagazine. Retrieved October 15, 2004, fromhttp://www.expertmagazine.com/artman/publish/article_167.shtml.