Select for Success!
Hire the Best People for the Right Jobs
Scientifically!
Copyright, 2000 ValueProfiles, Inc. and Axelrod Learning - All rights reserved
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There are four critical elements to
measure when you
hire and select someone for your team...
First is core intelligence.
What abilities does this person have? What mental
toolbox does this candidate carry to the job? Many carpenters have bright, shiny tool
boxes with all the latest equipment, but they sit on them all day because they can't
figure out how to use all those wonderful, sophisticated tools. Then a carpenter walks in
with an old, beat-up toolbox, and whips up a house in nothing flat! It's not about the
quality of the tools, it's about the quality of the person and the willingness to use the
tools that are available. Core intelligence is can-do. It can definitely be measured.
Second is a person's value system.
Just as selling has become more scientific as we learn more about human buying habits, we now also have the ability to measure values with precision of a thermometer registering temperature.
One of the most important scientific developments and biggest breakthroughs of the 20th century is Axiology, the science of values. It is also one of the 20th century's best kept secrets. Axiology was developed over many decades by Dr. Robert S. Hartman as a means of allowing us to evaluate our decision making processes and learn to improve our valuing capacity.
The capacity to make "good" value decisions
is determined by our ability to see and understand the relative value of three distinct
value levels: 1) Intrinsic Value (the unique, irreplaceable, one-of-a-kind), the capacity
to be in touch with oneself and others through feelings and intuition; 2) Extrinsic Value
(anything measurable, comparable, and detectible with the five senses), the capacity to do
what needs to be done in practical, tangible, concrete actions; and 3) Systemic Value
(structure, order, rules, beliefs, ideals, goals, laws, black/white and right/wrong
thinking), the capacity to think about and understand what you want to accomplish, and to
plan for potential consequences.
Everyone who leads or works with people will benefit from the powerful insights provided
by this science. It is already making a profound difference for business leaders and
workers at every level of an organization, in selection, hiring, job-matching, retention,
training and development of talent.
There is no tool currently in use that has more potential to transform the performance of people, productivity and profits of an organization.
The third element to measure is behavior.
Many people proclaim as fact that the best way to predict future behavior is to study a person's past behavior. When someone comes to you for a job interview, he'll say or do anything to get the job. But six months later, what happened to all that killer instinct and terrific initiative? Somehow the urgency dissipated. It's only AFTER the job is landed that the person's real behaviors emerge! How often do managers and human resource personnel regret the decision to hire someone after they don't pan out? What does this cost the company in money and human capital? Avoiding a few mistakes can save a fortune! Selecting the right people can make you a fortune.
There is an advantage to knowing past behavior as it can be an indicator of what's to come. There is a challenge and drawback to using past behavior as a predictor of future behavior. It is a person's thinking that drives their actions and behavior. Observing past behavior is not enough to determine how the person may act in your environment, nor will it get to the thinking that is in the way of releasing that person's full potential. It is at the level of thinking that a person makes choices and decisions which lead to actions and behaviors. It is an alignment of values that propels a person from potential to actual performance. Measure behavior, but don't put all your eggs in this hiring basket.
The fourth element to evaluate is attitudes, a person's state of mind.
Psychological studies have shown that most of our behavior patterns are well ingrained and often deeply grooved by the time we reach eighteen years old. Now, with the science of Axiology and using the Value Profile, we can tell with objective and mathematical certainty what a person's attitude is toward their work.
We can measure personal values that cover everything from exactly what motivates them, to how much they respect company property, to how much they focus on people, things and ideas. You can know what is their attitude toward authority, rules, protocol, policies and procedures, and how black and white or open and expansive their thinking is. You can even know how they respond to stress, and what if any current stress factors are inhibiting their performance.
Powerful information to have BEFORE you
hire someone, and
absolutely VITAL once you hire them.
When people are interviewing, they will do or say what they must to land the job. Their true beliefs, expectations, level of empathy, and other attitudinal measures will be shielded and often moderated by what they think they should say to impress the interviewer. The interviewer, not having anything to guide them about how this person thinks, relies completely on intuition, subjective observations, resume and historical data, and sometimes personality and behavioral assessments.
NONE OF THESE CAN PAINT A PICTURE OF
HOW A PERSON
THINKS, VALUES AND MAKES DECISIONS.
ONLY THE HARTMAN VALUE PROFILE CAN
ACCURATELY AND PRECISELY MEASURE HOW A PERSON
THINKS, VALUES AND MAKES DECISIONS.
Upon closer examination, and with the added objectivity provided by the Value Profile, we can clear the smoke and know with certainty the real attitudes they have toward people, work, and the selling process.
When you harness the incredible precision with which you can actually measure attitudes, values (will-do), and core capacities (can-do), you will make a quantum leap forward in the quality of people you hire in all areas. We will know with greater certainty that the sales and customer service representatives we put in front of our clients are there because they truly are the best people for the job.
This tool can be worth millions of dollars to any company visionary and open-minded enough to install it. Is your company visionary, and open-minded enough to try it.
You have nothing to lose!
Knowing this information with pinpoint precision can dramatically enhance recruiting and selection, hiring, training and development. Improvements in one, more or all of these areas impact top line production, and profit-ability. You will boost your retention by identifying the training and management style that will maximize the performance of each person in the organization, based upon their individual values.
Zero in on a Person's Values and You Have the Key to Scientific Selection!
We need to become much smarter about how we recruit, select, hire and train our people. We tend to hire them because they look great, seem friendly, pile up the prospects - and then we wonder why they don't convert all those prospects into sales.
We often overlook or simply don't invest the time to find out their values, and how they get their personal, material, emotional and psychological payoffs. Financial rewards are important, but for many people, they are not most important. Other considerations can be of equal or greater value. Not knowing the value structure has caused us to fly blind in the selection and hiring process.
Companies waste millions of training dollars because they haven't assessed the value their people place on training and development, and in many cases, don't even know if what they are training is what's needed.
When we take time to understand the values of the people we select, hire and train - when we speak to them in their own language - we know with certainty if they can and will do the job. We know which methods and skills will develop their talent to perform to their highest and best potential. Then and only then will they have the mind-set, motivation and methods to maximize their results.
The return on this investment to the company is dramatic and measurable.
Today, we are facing a shrinking employment pool. People have more choice in their work and career, and are more selective about choosing industries and companies. There is more competition for the skilled worker than ever.
We must shift and reframe how we present ourselves, our company, our business and opportunity. As we see it from "their" value perspective, we increase the chances of matching the best candidate for the right job - and attracting the best and the brightest.
When I entered the financial planning in 1978, I was told I could have freedom, independence, money, and my name on the tote board every Monday morning. But for me, these weren't the right motivators. Although I value freedom and independence, my highest values are empathy, service, belonging, doing something important, making a difference, and solving problems. For me, money and material things were further down on the "value" list.
Because the opportunity had many facets of fulfilling MY values, the people interviewing me could have framed the same opportunity to satisfy and fulfill my top values (if they knew what they were, which, they not only didn't have a way to identify, they didn't even bother to ask).
You can come up with just about any combination of values that a specific career can satisfy a person, provided it is a true match. That makes the selection and hiring process much more appealing.
If you tell me I can make lots of money, be competitive, and get recognition, but I don't hold those values highly, you might give me the wrong impression of the work or the job. I may be highly qualified, but might not see the fit. In a "buyer's" market (more jobs, fewer quaified job seekers), this can be a very expensive mistake.
It is much more effective to ask me what I value in life.
One of the first questions I'd ask a new recruit is, "What's most important to you about a job? What different kinds of value do you want out of your work?" Then, I'd run a Value Profile to see if what they say and what they think are the same.
If the job candidate says money, money, and more money, I would frame the job opportunity in terms of making a lot of money. On the other hand, if the person talks about wanting to help people and contribute to their well-being, then I frame the job opportunity in terms of service and making a difference in lives.
Measure a person's will-do first, and the can-do will fall into place.
Ultimately...
IT'S WHAT THEY THINK, NOT WHAT THEY SAY,
that predicts their action, behavior and results.
Today, with the help of science and an instrument that has been 50 years in the making, we now have the ability to KNOW, with certainty, exactly what motivates a person.
When you know what people value, you have the key to scientific selection.
When you know what values your people hold, where their hearts are, what their attitudes are and how they are driven and motivated - you can offer them a package that gives them the best opportunity to succeed.
The technology now exists to select
people, scientifically, and
improve the quality of their skills consistently.
To read comments from some of the thousands of people who benefitted from the Value Profile, read... Profile Success Stories
Read about the breakthrough science of Axiology (value logic), and what's behind the Value Profile... Value Decision-Making
If you need to learn even more, read... About the Profile
If you want to reduce turnover, read... Reduce Turnover
If yo want higher sales performance, read... High Sales Performance
To obtain more information on Axiology and the how the Value Profile™ can help you select with greater success, retain more of the people you hire, and get greater productivity and profit-ability out of the people already on staff, contact the person who introduced the Value Profile to you.
If you wish to contact our home office to see how the Value Profile can boost individual and company success, or for a real world demonstration, call us toll-free at 1-800-729-3576 (7-AXELROD), or, Email us directly.
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