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day to day basis in each job. The hiring team (direct manager and others with a major stake in position success) meets to gain clarity on the percentage of time spent performing each job responsibility. Group together duties that are very similar in nature (family of duties). Estimate the percentage of time spent working on each job duty family.


6


Determine which innate character- istics are critical and where they


need to measure. The hiring team deter- mines which innate characteristic is critical for each job duty family. They also agree on the desired range for each characteristic. For example, on a 1-10 scale the range for creative thinking should be between 7-9. Now you can develop an optimal range for each critical characteristic.


7


Administer assessment & align employees with job functions. Assess both current employees and poten- tial new hires and compare to the desired ranges. Take the appropriate action based on how strong the level of alignment is.


When people’s work aligns with their innate characteristics, they can utilize their natural abilities and unleash their passion for their work.


Top performers almost always fit into desired ranges for each critical innate char- acteristic. If this is not the case, you need to adjust your desired ranges based on the data. Here’s more information on aligning employees: • When current employees don’t align with their jobs, evaluate other positions within the company that do align well. • Openly discuss available options with employees who are misaligned. Develop a plan to shift roles or tweak job descriptions when this is feasible. Frequently, there are other employees who’d be thrilled to trade positions or some duties that better match with their own innate characteristics.


• For applicants applying to open posi-


tions, only interview the people who align well with the desired innate characteristics. When you interview people who don’t align, you may be tempted to discount the assessment results. This rarely ends well. In the end, the most important job of management is to maximize the ROI of its workforce. Peter Drucker said “The task of a manager is to make people’s strengths effective and their weaknesses irrelevant. The most important thing you can ever do as a leader is to put people in a position to excel rather than get by or fail. How are you doing in your most important task?


Brad Wolff specializes in workforce and personal optimization, and is author of, People Problems? How to Create People Solutions for a Competitive Advantage.


A partner at PeopleMax, he specializes in helping companies maximize the potential and results of their people to make more money with less stress. For more info, visit www.PeopleMaximizers.com.


Automotive Recycling


March-April 2019 // 17


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