Hiring Benchmarks to Hire the Right Employee

Introduction

Defining the hiring benchmark to hire the right employee is crucial for an organization. Wrong judgment about an applicant would bring three negative outcomes. First, the loss of the company’s expenses and investments towards the recruitment process.   Second, the salary and benefits paid to a person who is no longer employed with the company.  Third, the time invested in the recruitment and selection efforts.  

What You Need to Do

The talent management strategists USA need to begin with a thorough job analysis. This job analysis will become the foundation of the recruitment, selection and development strategies.  These strategies need to be integrated for recruiting new talent. Here are some tips to hire the best candidate for a specific position. Effective recruitment would require:

Analysis of the Role

Know more about the job before attempting to select the best candidate for a position. Job analysis would strengthen your knowledge about

• The duties and tasks to be performed
• The minimum education and experience requirements 
• The competencies, knowledge, skills and cognitive abilities required
• Needed certifications or licenses
• The personal qualities or personality traits driving success in the position
• The physical abilities required (if any)

Based on the above information, your recruitment team can develop a comprehensive job description.

Benefits of a Job Description  

There are many benefits to an effective job description. Here are just some of its uses:

• To provide the employee with the expectations that are required of them in the role
• To provide enough detail to help the candidate assess if they are suitable for the position
• To support the recruitment team during the selection process
• To help formulate questions for the interview
• To help set performance goals and target for the employee
• To aid in the evaluation of the employee’s job performance
• To help develop training and development plans

Define Your Hiring Benchmarks

The first step of successful hiring involves clarifying the job to the recruitment team.  What strategies will the recruitment team use to evaluate and compare candidates against the job description.  Experienced recruiters may apply some standardized approaches to achieve better hiring outcomes.

Make Your Hiring Benchmarks Actionable

Candidates Hiring Benchmark USA includes completing a Job Description Survey for your open position. Completing this questionnaire for your open position will create a customized Hiring Benchmark Report. This report offers a detailed profile of the work-related abilities, interests, motivations and personality traits of top performers in the position. The Hiring Benchmark Report provides data about the requirements of the job and it can be used to supplement, organize and analyze the information provided in résumés, background checks and the interview. You will receive your Hiring Benchmark Report via email.

Conclusion

The above article provides hiring solutions for USA recruiters. Some hiring managers like to recruit staff based on pure gut instinct despite the presence of proven methods to determine job fit. Depending on intuition leads to hiring mistakes. Depending on actionable hiring benchmarks leads to hiring the right employees.

Innovative Strategies for Reducing Absenteeism

Employee absenteeism is a big drain on your company's bottom line.  The CDC reports that absenteeism costs the U.S. employers about $225.8 billion annually or about $1,685 per employee.  Employers must hire replacements for employees who are absent or terminated.  Employee absenteeism also negatively affects morale and productivity. Your conscientious employees often feel burdened by the extra work they have to do when someone is absent.  High employee absenteeism is often a sign of a low performing manager. It can also be a sign that the work environment needs some changes. Large amounts of time and money can be saved by understanding the root causes of absenteeism in your company. 

What is the annual cost of unexcused absenteeism? 

Estimated Cost of Absenteeism = Total # unexcused absence days per year X Average employee compensation cost per day + replacement or overtime costs for the unexcused absences.

 Absenteeism Rate = Number of unexcused absence days ÷ (Total employees x Total Work days) x 100%

 

Common Reasons for Absenteeism

 

Illness (I1)	Injury (I2)
Disengagement (D1)	Low Workplace Morale (LWM)
Child Care Issues (CCI)	Stress / Burnout (SB)
Lack of Flexibility (LOF)	Depression (D2)
Job Hunting (JH)	Manager Conflicts  (MC)
Bullying (B)	Harassment (H)
Elder Care Issues (ECI)	Anxiety (A)

Root Cause Analysis of Absenteeism

Some problems just keep showing up month after month and absenteeism is one of them.  In a root cause analysis we need to ask the right questions first.  The first question should not be: What is the solution? It should be: Why does this keep happening?  We need to identify the germ before we can solve the disease.  If we don’t know what the origins of the problem are, how can we stop it from recurring in the future?

We suggest using a simple attendance spreadsheet to get to the root causes of absenteeism in your workforce.  This tracking is very simple to implement.  It tracks each employee’s unexcused absences and the reason for the occurrence as provided by the employee. Once the frequencies are determined for each identified cause, the HR Manager can deploy innovative solutions to the root causes.

 

Employee Name	January, 2021	February, 2021	March, 2021
John Y.	I1, D2		LOF
Sarah M.		CCI, CCI	CCI
Joni W.		MC, D	MC, A
Sam J.	I2

Illness (I1)	Injury (I2)
Disengagement (D1)	Low Workplace Morale (LWM)
Child Care Issues (CCI)	Stress / Burnout (SB)
Lack of Flexibility (LOF)	Depression (D2)
Job Hunting (JH)	Manager Conflicts  (MC)
Bullying (B)	Harassment (H)
Elder Care Issues (ECI)	Anxiety (A)

 

Attendance Policy Template

Objective

The purpose of this policy is to set forth [Company Name]'s policy and procedures for handling employee absences and tardiness to promote the efficient operation of the company and minimize unscheduled absences. 

Policy

Punctual and regular attendance is an essential responsibility of each employee at [Company Name]. Employees are expected to report to work as scheduled, on time and prepared to start working. Employees also are expected to remain at work for their entire work schedule. Late arrival, early departure or other absences from scheduled hours are disruptive and must be avoided.  This policy does not apply to absences covered by the Family and Medical Leave Act (FMLA) or leave provided as a reasonable accommodation under the Americans with Disabilities Act (ADA). These exceptions are described in separate policies.

Absence

"Absence" is defined as the failure of an employee to report for work when he or she is scheduled to work. The two types of absences are defined below:

• Excused absence occurs when all the following conditions are met:

·         The employee provides to his or her supervisor sufficient notice at least 48 hours in advance of the absence.

·         The absence request is approved in advance by the employee's supervisor.

·         The employee has sufficient accrued paid time off (PTO) to cover the absence.

• Unexcused absence occurs when any of the above conditions are not met. If it is necessary for an employee to be absent or late for work because of an illness or an emergency, the employee must notify his or her supervisor no later than the employee's scheduled starting time on that same day. If the employee is unable to call, he or she must have someone make the call.

An unexcused absence counts as one occurrence for the purposes of discipline under this policy. Employees with three or more consecutive days of excused absences because of illness or injury must give [Company Name] proof of physician's care and a fitness for duty release prior to returning to work. Employees must take earned PTO for every absence unless otherwise allowed by company policy (e.g., leave of absence, bereavement, jury duty).

Tardiness and Early Departures

Employees are expected to report to work and return from scheduled breaks on time. If employees cannot report to work as scheduled, they must notify their supervisor no later than their regular starting time. This notification does not excuse the tardiness but simply notifies the supervisor that a schedule change may be necessary. Employees who must leave work before the end of their scheduled shift must notify a supervisor immediately.  Tardiness and early departures are each one-half an occurrence for the purpose of discipline under this policy.

Disciplinary Action

Excessive absenteeism is defined as two or more occurrences of unexcused absence in a 30-day period and will result in disciplinary action. Eight occurrences of unexcused absence in a 12-month period are considered grounds for termination.

Job Abandonment

Any employee who fails to report to work for a period of three days or more without notifying his or her supervisor will be considered to have abandoned the job and voluntarily terminated the employment relationship. 

When managers reduce absenteeism problems teams and individual employees thrive. But when they don’t, organizations and people suffer. If your managers are not analyzing absenteeism, they are likely to be a low performing manager.  You can assess the competencies of your current managers by using an assessment tool like the CheckPoint 360 Survey.  This assessment identifies managers who can drive results and profits by solving problems.  Contact us to learn more. 

What Qualities Do Successful Salespeople Have in Common?

Identifying the core characteristics required for sales success in your company will help you hire more top sales performers.  Once you have a list of the qualities you are looking for, you can search for a pre-employment assessment that will measure those qualities.  Here are a few to consider:

Self-Confident

Self-confidence is a feeling of trust in one's abilities, qualities, and judgment.  Successful salespeople can confidently explain how your company’s product or service is going to solve a problem for them.    

Customer Focused

Customer focus is a sales strategy that puts customers at the center of the buying decision.  It's a long-term strategy that develops loyalty and builds trust.  Customer focus means putting your customers' needs first.  Successful salespeople will carefully consider why your solution makes sense based on your customer’s challenges, dreams, and goals. 

Likable

Likable salespeople are pleasant, friendly, and enjoyable to be around.  Being genuine and honest is essential to being likable. No one likes a fake. People gravitate toward those who are genuine because they know they can trust them. 

Assertive

There is a fine line between assertive and aggressive. Everyone has experienced the pushy salesperson who won't take no for an answer.   If your salespeople exhibit aggressive behavior, it will turn off prospective customers. Assertiveness is the act of acknowledging your customer's needs and conveying with confidence the benefits of your product or service. Some traits of assertive behavior are calmness, positivity, enthusiasm and honesty. Assertive salespeople are goal-oriented, competitive, and decisive. 

Resilient

Resilience is the ability to recover quickly from difficulties and to adapt well when facing adversity.  It's also what sets high performing sales professionals apart from average ones.  Top sales achievers have a unique ability to cope with stress while negotiating obstacles and objections. They can reframe rejection as a personal challenge to succeed with the next customer.

Extroverted

An extrovert is very sociable and outgoing.  They get energized by spending time with other people.  They like to start conversations and they make friends easily. They also tend to have many interests. This allows a salesperson to want to meet people, enjoy the interaction, and talk about many different things.

Persistent

Persistence is the ability to stick with something.  Persistence, when done respectfully and consistently, breaks through. It reminds prospects that you are there with a solution to their problems. Salespeople who give up too early are likely to fail. There is a fine line, however, between being persistent and becoming annoying.

Optimistic

Optimism is a disposition or tendency to look on the more favorable side of events or conditions and to expect the most favorable outcomes. Top salespeople tend to be upbeat and radiate a sense of humor, fun, and general positivity.

Ambition

Ambition is the motivation or desire to achieve something.  Ambitious salespeople see themselves as capable of being the best. They know that the top 20% of successful salespeople make 80% of the sales and they are determined to be among that top group.

Contact us for a Candidate Assessment Strategy USA  will measure many of the sales qualities listed above.

Applying Prevue Assessment in Team Development

The information provided in the Prevue Team Development Report will give you comprehensive guidance for helping your team reach its maximum potential. The team report analyzes twenty-eight Prevue assessment scales that measure the cognitive abilities, work motivations, behavioral characteristics and work styles of your team members.  It helps you understand your team’s current strengths, weaknesses and dynamics. The team report was developed for the Team Leader, but it can be shared with team members when appropriate.  It is a powerful tool for onboarding, team development, and conflict management.   The team report can also help you understand how a new employee might fit into the current team composite. 

Understanding Individual Differences of Team Members

Prevue Sten Scores range from 1 to 10.  Sten scores are a tool used in statistics and they divide a scale into 10 units. It is worth remembering that these are not 10 equal units but rather designed to create a bell curve.  Using Sten scores means that the majority of people will fall into the average range (4,5,6,7) and around 2% will fall into the extreme ranges of 1 or 10 on the bell curve. A Sten score indicates a person’s approximate position on the bell curve relative to other people in the working population.  The figure below shows us what percentage of the Working Population will score within each sten. 

Each member brings different talents, motivations, work styles, and behavioral characteristics into the team dynamics.  This is why teams usually perform better than individuals.  The team’s performance can be improved to the extent that each member understands how they can best work with the other members. Conflict is an inevitable part of business and team dynamics.  Resolving conflicts is much easier with the assistance of the Team Development Report.

 

Table of Contents

                                                                                                                         

• Problem-solving ability and learning speed (Working with Numbers, Words, Shapes)        
• Passions for people, data or things  (Working with People, Data or Things)                         
• Reactions to stress, pressure, and coping style (Stable, Poised and Relaxed)           
• Temperament and values (Independent, Competitive, Assertive)                                
• Preference for working in a team (Extraverted, Group-Oriented, Outgoing)                         
• Work Style  – (Flexible or Rigid, Traditional or Non-traditional, Creative or Plan Ahead)  
• Focus on Work  - WORKS TO LIVE (1) VS. LIVES TO WORK (10)                                    
• Approach to New Ventures - CAUTIOUS (1) VS. OPTIMISTIC (10)                                      
• Leadership Style - DEMOCRATIC (1) VS. COMMANDING (10)                                             
• Preference for Change - LIKES ROUTINE (1) VS. LIKES CHANGE (10)                          
• Approach to Conflict - FORCEFUL (1) VS. ACCOMMODATING (10)                               
• Compensation Preference - FIXED SALARY (1) VS. COMMISSION/BONUS (10)            
• Approach to Self-Promotion - RELUCTANT (1) vs. ASSURED (10)                                
• Approach to Risk-Taking - CAUTIOUS (1) VS. OPTIMISTIC (10)                                   
• Approach to Listening –  CONTROLLING (1) VS. SYMPATHETIC (10)                                      
• Composite Team Analysis – Prevue Major/Minor Scales                                               
• Composite Team Analysis – Prevue Approach to Work Scales                                                
• Available Languages for Prevue Assessment                                                           

Problem-solving ability and learning speed

 

General Ability — an overall indication of how well people work and learn.  Low scores (1, 2, 3) are good for jobs requiring monotonous repetition and/or unskilled manual labor. Mid-range (4, 5, 6, 7) are usually better for jobs requiring more training such as clerical work, administration, and/or skilled labor. High scores (8, 9, 10) are often important for decision-makers, managers, and advanced technical positions.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Numbers — a specific measure of numeracy and reasoning with numbers.  It shows a person’s ability to use numbers for abstract reasoning and problem-solving.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Words — a specific measure of literacy and problem-solving with words.  It is the ability to use written language for reasoning and problem-solving. In many occupations—clerical, administrative, technical and managerial—the ability to work with written language is a fundamental requirement. People who score at the upper end of Working with words are more likely to be good communicators, but excellent fluency and good communication skills can occur irrespective of scores on this scale.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Shapes — a specific measure of mental manipulation of dimensional shapes.  It involves several facets of mental ability. Most important is the ability to imagine how something will look when it is moved in space or when its component parts are rearranged. Spatial visualization skills are important for tasks such as interpreting blueprints and diagrams, understanding graphs and charts, and arranging objects for display or storage.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Passions for people, data or things 

 

Working with people — a specific measure of enthusiasm for social contact.  It indicates the preferred frequency, quality, and intensity of social contact for optimal job satisfaction. This satisfaction influences performance, especially in the long term.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with data — a specific measure of zeal for dealing with information.  It measures interest in information and analytical processes as well as overall motivation to work with facts and figures.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Working with things — a specific measure of incentive to use equipment and tools.  It measures willingness to manipulate tools and machines and to operate equipment, computers, and other inanimate objects.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

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Reactions to stress, pressure, and coping style

 

Emotional to Stable – a major scale describes reactions to changing conditions and new people. It is based on the minor scales related to restlessness and excitability.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Restless to Poised – a minor scale indicating how people respond to stress such as adverse events and the negative things that other people say, think or do. Some people can be unduly sensitive to this stress while others may seem impervious.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Excitable to Relaxed – a minor scale measuring response to potentially stressful situations. Some people are visibly upset by unexpected circumstances while others manage their emotions well.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

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Temperament and values

 

Diplomatic to Independent  - a major scale measuring willingness to compromise self-interest to be diplomatic in establishing relationships with others. It is based on a person’s competitive instincts and assertiveness.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Cooperative to Competitive - a minor scale measuring a person’s need to win. Some people are eager to be cooperative and refuse to engage in any form of competition. Conversely, others are driven to compete for high achievement but to the detriment of all other considerations.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Submissive to Assertive - a minor scale measuring willingness to dominate people and events.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

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Preferences for working in a team

 

Introvert to Extrovert - a major scale describing how a person interacts with others and measures the degree of social contact required. It is based on the minor scales for group-oriented and outgoing behavior.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Self-sufficient to Group-oriented -  a minor scale measuring whether a person prefers to generate ideas and stimulation in solitude or with a group.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Reserved to Outgoing - a minor scale measuring whether a person’s nature is to be somewhat detached from others or overtly friendly.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

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Work Style

Spontaneous to Conscientious -  a major scale describes the actions of those who seldom plan anything and whose responses are almost always spontaneous versus those who tend to display consistent, planned and predictable behavior. It is based on the minor scales relating to conventional and organized behavior.

     1            2            3           4            5                6           7           8            9          10

Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Innovative to Conventional - a minor scale measuring the likelihood of creative thinking and reliable behavior.

     1            2            3           4            5                6           7           8            9          10

Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Reactive to Organized - a minor scale measuring preference for planning, detail, schedules and order. Some people would rather innovate and improvise while engaging in big picture thinking but, for others, meticulous planning is essential for job satisfaction.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

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Focus on Work  - WORKS TO LIVE (1) VS. LIVES TO WORK (10)

This scale provides information on the importance of work to the participant.  Some people see work as a means to an end while others define themselves by their work. People who live to work (10) can be described as Type A personalities.  They are outgoing, ambitious, rigidly organized, highly status-conscious, impatient, anxious, proactive, and concerned with time management. People with Type A personalities are often high-achieving workaholics.        

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to New Ventures - CAUTIOUS (1) VS. OPTIMISTIC (10)

This scale distinguishes those who approach new ventures or issues with caution from those who approach new ventures with optimism.  Managers who are optimists have the ability to envision a better future and they are able to inspire and motivate people to work toward achieving that shared vision of success. An optimistic manager does not allow their people to wallow in the dark and difficult times. Optimism is an emotional competence that can help boost productivity, enhance employee morale, overcome conflict and have a positive impact on the bottom line.  Highly effective managers have a transforming effect on their constituents: they have the gift of being able to convince others that they have the ability to achieve levels of performance beyond those they thought possible. They are able to paint an optimistic and attainable view of the future for their followers: they move others from being stuck with how things are done around here and help them see how things could be done better.    

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Leadership Style - DEMOCRATIC (1) VS. COMMANDING (10)                                      

 

This scale provides information on Leadership Style.  It measures a range from Democratic Style of leadership (1) to a more Commanding Leadership Style (10).  The democratic management style is rooted in collaboration. A commanding management style is centered on results and efficiency, and usually devoid of any collaboration.  Researchers have found that the democratic leadership style is one of the most effective types and leads to higher productivity, better contributions from group members, and increased group morale.  Employees are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.  Employees feel more engaged in the process.  Creativity is encouraged and rewarded.  Researchers suggest that good democratic leaders possess specific traits that include honesty, intelligence, courage, creativity, competence, and fairness. Strong democratic leaders inspire trust and respect among followers.  Leaders with a Commanding Style are very focused on results, specifically the bottom line, and are willing to do anything to reach their goals. This means that they sometimes roll over people in the process.  Commanding leaders tend to be more competitive, driven, and assertive.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Preference for Change - LIKES ROUTINE (1) VS. LIKES CHANGE (10)                

This scale identifies the extent to which someone prefers         a structured work environment with a fixed routine versus a dynamic fast changing work environment.  Liking and embracing change allows you to be more agile or adaptable.  Change can open up many new opportunities, new experiences, new skills, new ideas, new knowledge and information.  Improvement is impossible without change. Change allows for progress to happen.  When you like, embrace and seek change, it allows you to be proactive instead of reactive.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Conflict - FORCEFUL (1) VS. ACCOMMODATING (10)                                        

This scale distinguishes those who are forceful in their approach to conflict from those who avoid conflict by being accommodating.  Forceful managers (1) seek to assert their will over other people's concerns.  Accommodating managers (10) seek to avoid conflict at all costs.  The accommodating style is one of selflessness and low assertiveness. Accommodating managers are willing to give up just about everything in order to preserve their relationships.  Conflict is an inevitable part of business and resolving conflicts requires many different approaches.

         

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Compensation Preference - FIXED SALARY (1) VS. COMMISSION/BONUS (10)                                        

This scale identifies whether     a person is more motivated to work by a secure salary or by performance-based remuneration.      Regardless of your incentive strategy, all compensation plans run on the belief that money drives behavior.  A bonus plan requires meeting the expected performance on both corporate and individual goals. 

 

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Self-Promotion - RELUCTANT (1) vs. ASSURED (10)                                        

This scale identifies whether a person is reluctant (1) to put themselves forward while those who score (10) are extremely self-assured.  Self-confidence, especially in leadership, makes you determined to realize your visions and goals despite challenges and setbacks. Self-confidence tells you that you can achieve whatever you plan. You are sure you can take your team with you to success. You make better decisions because you stop second-guessing yourself.  You build trust because people around you think you have everything under control.  You are more likely to speak up when other people around you are reluctant to do it.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Risk-Taking - CAUTIOUS (1) VS. OPTIMISTIC (10)                                  

 

This scale distinguishes those who approach risk-taking with caution from those who approach risk-taking with optimism.  Managers who are optimists have the ability to envision a better future and they are able to inspire and motivate people to work toward achieving that shared vision of success. An optimistic manager does not allow their people to wallow in the dark and difficult times. Optimism is an emotional competence that can help boost productivity, enhance employee morale, overcome conflict and have a positive impact on the bottom line.  Highly effective managers have a transforming effect on their constituents: they have the gift of being able to convince others that they have the ability to achieve levels of performance beyond those they thought possible. They are able to paint an optimistic and attainable view of the future for their followers: they move others from being stuck with how things are done around here and help them see how things could be done better.            

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Listening –  CONTROLLING (1) VS. SYMPATHETIC (10)                                               

This scale is measured from 1 for a    person who tends to dominate a conversation to 10 for a person who is an exceptionally sympathetic listener.  Listening skills enable a manager to understand the intentions and feelings of their team.  Employees will be more open, positive and motivated if they feel they are being heard.  Without empathetic listening managers are easily misunderstood.  Effective listening promotes trustworthy organizational relationships and customer relationships. 

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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