Recruiters like to talk about "talent shortages" - there are too few, in their opinion, people who are really highly qualified in their field. Therefore, almost every employer is familiar with the situation when the search for a good specialist for the same job lasted a year, or even more, and many workers had to be fired immediately after the probationary period. However, we are not in a position to change the situation. How do you use it? How to arrange the available specialists so that each brings as much benefit as possible?
Instructions
Step 1
The problem of low level of workers can be partially solved by effective management of such workers. Each person has strengths and weaknesses, and it is important to use them correctly. The mistake is made by companies that require each employee to be "multifunctional" - ie. perform work of any nature, both analytical and administrative, and related to communication with clients.
Step 2
In principle, equal treatment of all employees is hardly justified. Each has a different potential, both in a general sense and within the framework of a given company. The extent to which an employee is suitable for working in a given company depends both on his performance and on his motivation, personal qualities, and desire to develop in a particular area. In order to determine significant indicators, the use of psychological tests is suitable - such tests are developed by specialist recruitment companies. In addition to tests, of course, other ways to "consider" talents are also important - conversations, observing the work of employees, training.
Step 3
When evaluating the results of this or that employee, it is worth remembering that a talented person in himself is quite unusual, and all assessment methods are designed more for "normal" employees. Therefore, you should not be surprised if suddenly someone from the passed tests and trainings shows a very strange result. Again, the result of any such test is only a recommendation, not a call to action (dismissal or promotion). HR specialists know cases when a person who for many years has not been able to show himself in a company, suddenly left it and opened his own successful business or achieved dizzying success in another field of activity.
Step 4
An employee who has a penchant for a particular kind of work should be entrusted with just such work and develop him in this direction, and not try to "forcefully" teach what his colleague does well. An employee will be most beneficial when he can effectively do what he does well. As a rule, his motivation will increase - it is more pleasant to do what you get, and not what you cannot cope with, and receive comments for this. Such an employee will develop in an area of interest to him and, perhaps, after a relatively short period of time, he will deserve a promotion and be able to solve more important tasks. At the same time, the company will not spend extra funds on it before promotion: this employee will be satisfied with his new functionality, and he will not need to be motivated with money.
Step 5
If you are just hiring a specialist, it would be nice to give him a test to determine personality typology based on socionics. The assessment is based on four criteria: extrovert / introvert, sensory / intuition, logician / ethic, and rational / irrational. There is a lot of debate about socionics, but it is quite important to identify which of the listed types a person belongs to, otherwise you risk taking intuition as a receptionist (i.e. someone who is more inclined to develop concepts than to work with details, like a sensor) or an introvert seller.
Step 6
It is also worth remembering that only a talented HR manager can spot a talented employee. Therefore, to place talent in the office, it is better to involve just such a manager, perhaps hire several of the well-established recruitment agencies. And then the talent alignment will prove to be a truly successful step forward - both for employees and for the company.
