Secrets of Finding and Keeping Good Employees

Offer a competitive benefits package that fits your employees’ needs. Providing health insurance, life insurance and a retirement-savings plan is essential in retaining employees and bonuses. But other perks, such as flextime and the option of telecommuting, go a long way to show employees you are willing to accommodate their outside lives.

This paper introduces the overview of personality assessment approaches in use currently in society. It proceeds to review the big five personality measures, its validity in prediction of personality types (Archer, 2011). The topic on MIPS questionnaires use in personality measurements and scoring methods used by the system is reviewed. Aspects on the social desirability trait and the distortion produced in responses to evaluation questionnaires, being a significant part of the problems in personality assessment is examined. Social desirability does not have an influence on the predictive validity of personality assessments. It is not related to performance in the job. Various strategies used for reduction of social desirability have been studied. The various tools used in assessments are recapitulated including some methodological aspects (Weiner, 2009). Cultural aspects in evaluation of personality discussed are touched upon. Two case studies are used to show the real life situation of personality assessment.

By retaining the company's staff, this allows the company to keep their most trusted and reliable employees by simply offering them more benefits or incentives at higher levels of employment.

The psychometric testing in other words may be called as “measurement of the mind”. During the selection process the education level, skills and experience are the things, which are normally estimated, however the behavioral traits and personality of a candidate is much more difficult to assess during an interview. As a result

The first section of this paper details the elements that a personality type assessment typically measures. The second section contains discussion on the personality type assessment of the author of this paper. In the third and last section, the author shares how his personal assessment outcomes could affect his work relationships with his colleagues.

In Love ‘em or Lose ‘em: Getting Good People to Stay, Beverly Kaye and Sharon Jordan-Evans provide managers with a comprehensive guide to successfully engaging, developing, and retaining the valuable talent on their teams. According to the authors, people want much more from work than just a paycheck. They value exciting work and challenge; career growth, learning, and development; and working with great people. Fifty percent of work satisfaction is determined by the relationship a worker has with their immediate boss. The authors believe that the buck stops on the desk of the supervisor or manager. Managers, frontline supervisors, or project leaders actually have more power to keep good employees than anyone else. They have at least some control

Employee selection tests are intended to offer employers with an insight into whether or not the potential employee can handle the stress of the job as well as their capacity to work with others. Employees believed that personality and psychological assessments can help to predict

Human resource practitioners and I/O psychologists have at their disposal a host of personnel assessment techniques. For example, traditional predictive measures used to screen job applicants have included the use of application blanks, job interviews and psychometric measures of personality and cognitive ability. For the most part these instruments attempt to predict an applicant's potential for success by estimating her current level of functioning on some psychological construct that is believed to be related to job performance. Recently, however, personnel professionals have added a unique assessment technique to their arsenal. Unlike traditional predictive measures of job performance- mental and motor functioning and

Knowing the Type of personnel as tool of self assessment for leader is very important because by determining what characteristics will make for effective job performance, it can aid in personnel selections by increasing understanding of how personality and job characteristics interact it can result in better hiring, promotion decision and by providing insights into personality development it can help to anticipate, recognize and prevent to operate costly defenses by organizational members.

Have you ever completed a job application and, at some point during the process, completed one of those annoying personality surveys. Often times, one wonders what the results of the survey are and how will they affect his or her chances of becoming a candidate for the position. As annoying as they may be, many companies use the results to determine an applicant's aptitude and employability. Upon analyzing the results, they look at how a person would measure up as far as manageability, leadership skills and interpersonal skills. In lieu of an assignment, I have had the ability to not only complete some of these surveys, but to interpret the results as well.

Predictive ability of interest entails the utilization of the personality assessment results in real life situation such as to select people that may be needed in particular activities such as employment. Dissenting argument have been advanced based on the influence of personality on job performance as employers look for specific personalities with others holding onto the study outcomes based on personality scores that attach no sense on job skills. However, every firm employs the predictive ability of personality in hiring. The predictive accuracy is only a teensy-weensy attached to personality test in hiring that is only based on the direct linkage of those test to practical job performance. Personality scores may not reveal the skills required for the job performance therefore skills becomes

Allport defines personality as ‘the dynamic organisation within the individual of those psychological systems that determine his unique adjustment to his environment’ (Allport, 1937). An individual’s unique personality traits and attributes are a powerful indicator of how he/she will interact with the work environment. The difference between average and outstanding employees can often be solely personality related. As the employee is the most valuable asset to the company, ‘selecting the right employee during the process is critical’ (Carbery and Cross, 2013, pp. 41-53)

When an employee must leave, the employer encounters substantial costs in relation to hiring new employees to replace those who have left. Additional costs such as temporary employees can also accrue, when there is an immediate need for replacement, and training for new hires is significant. One way employers are attempting to retain employees is job perks. Employee perception of the benefits they receive can impact how long they stay with a particular employer. According to the Aflac Workforce Report, employee perception of wellness programs can lead to employee retention through job satisfaction and morale (Aflac, 2012).

Companies have started to use personality tests in the past five years so that they can find a potential employee’s strengths and weaknesses. If questions and answers are quite accurate and test is done properly it can help an employer to find more about person’s advantages and disadvantages. It is very important to know because one of the most important points is that most of personality tests help to recognize unqualified candidates. “Although experts warn that many personality assessments don't deliver what they promise, legitimate scientifically validated tests are helping employers evaluate job candidates to select those best suited for particular positions. Other tests are designed to measure intelligence, honesty, management aptitude and other qualities.”

Pay and rewards attract and retain employees. Having the right pay and benefit for employees motivate them. This helps employees feel valued and can remove animosity between employee and employer. Training and development has a positive impact on employees, this shows investment from the employer and enhances career progression.