When It Comes To Hiring Your Staff, No Matter What Business

Another skill that is demanded throughout the workforce is attention to details. Most jobs in a company deal with small fragments of that company, which if altered in the slightest, can make the larger picture of the business crumble. I work in a hospital setting, and if one test tube is labeled incorrectly or misplaced then a patient could be seriously hurt or even die due to neglect. This could also lead to a lawsuit and the company to would undoubtedly cease to function. This skill is so important, that my current boss later told me in private that if I had not proven my ability to pay attention to details then I would not have gotten the job.

Dependable-arriving to work and appointments on time, keeping track of and control of equipment, meeting deadlines, being in the right place

The relationship between intelligence and work related outcomes has been found through various empirical studies. A longitudinal studies found that there is a positive moderate correlation (.51) between IQ at 12 years of age and occupational level and a slightly higher correlation (.53) between IQ at 12-year-old and income (.53) aged 40-50. (Judge, Higgins, Thoresen, Barrick, 1999) Thus, we can see that IQ level plays a significant role on work related outcomes from this empirical study. In addition, another study found that IQ level has a low correlation (.23) with performance within low complexity jobs whereas IQ has a strong correlation (.58) with performance in high complexity jobs. (Hunter & Hunter, 1984; See Schmidt & Hunter, 2004 for an overview) To put it another way, high intelligence is not essential for low complexity jobs, for example, waiter and cleaner does not require high IQ. On the contrary, high intelligence is crucial for complex jobs since it represents high reasoning and mental capabilities. Thus, it is not hard to see that individuals’ behaviour at work will be remarkably

In the essay titled “Blue Collar Brilliance” author Mike Rose argues that many fields of work involve using a high amount of mental cognition to work efficiently and effectively, including working class occupations. Rose gives two anecdotes of personal family members who used their “blue collar brilliance” to succeed in their respective fields of work. While many people are quick to assume less schooling for a career requires less intelligence, Rose shows how even manual labor can use a high amount of intelligence with a story of his uncle who was promoted from an entry level line worker to a supervisor for a whole department. The employees who use their intelligence and cognition are the ones who are accomplished and promoted even if they

In “Outliers: The Story of Success”, Malcolm Gladwell explains some factors of success that many people overlook. He covers many topics regarding how people become successful, one I found particularly interesting was how intelligence correlates to success. According to Gladwell’s findings, “Once someone has reached an IQ of somewhere around 120, having additional IQ points doesn't seem to translate into any measurable real-world advantage.” At first, this claim seems ridiculous; how can anyone with a higher IQ not have any advantage over someone with a lower IQ?

Companies often do not use their full capacity in innovation because they have a gap, and do not connect fully with their employees. Furthermore, organizations fail to treat their employees like they actually matter. The Nucleus of every organization is going be middle management. The bridge between the company and the worker. Moreover, employing these managers to provide motivation, and purpose while treating employees with dignity will open the doors to the workers to show their valuable strength. Additionally, well trained middle managers can also get rid of bad apples that can possibly spoil the harvest, with this technique, it is important that upper management stays involved meanwhile showing interest in the people and their development. So, in my opinion, it is not about just the strength of the worker but having the right tool for the job. If you fail to analyze your strengths within your institution you will not succeeds, and your turnover rate will be high. A high turnover rate leads to poor morale, lack of camaraderie, with low production rates out of the force being used. Meaning you would need twice the amount of people to accomplish a task, that can be done with half the force if they just enjoyed their environment. Money is a driving factor for some, but for others when provided with a sense of purpose, and valid recognition makes them feel like their time is not

Everyone has their own interpretation of the word success. Individuals might even have their own personal explanation of how they came to be successful. However, these personal explanations are usually incorrect. Malcolm Gladwell, Steve Jobs, and the film, Dead Poets Society have a mutual understanding of success, making them interconnective. Although success can be interpreted in various ways, success is attained through hidden advantages, extraordinary opportunities, and significant intelligence.

Much of it is how one interprets the meaning of intelligence and how to use it to its fullness. The chapter titled, " The Trouble with Geniuses, Part 2" shows that analytical intelligence doesn't give one a better chance at being successful if he or she can't express it to the world. Instead, the chapter focused on practical intelligence or "knowing how to do something without necessarily knowing why you know it or being able to explain it" (Gladwell 101). The ability to communicate with people and adapt to the problem regardless of situations is much better than having a high IQ score. It is essential to be able to navigate through life obstacle and only those who willing to express themselves to the world can change the

The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).

Business leaders among a wide range of industries agree that an organization’s success is determined by attracting and retaining a quality workforce. However, many organization’s hire employees based on a certain set of skills the employees possess, or acquaintances they have within the organization. Many organizations fail to consider if the prospective employee fits the organizational culture. In the case of Two Tough Calls, the Program Manager, Susan, was faced with a managerial dilemma; retain or terminate two underachieving employees.

Companies should also identify early on the talented individuals who can be developed for advancement.

Within their jointly authored case study entitled Deep Smarts, Harvard professors Dorothy Leonard and Walter Swap seek to quantify the intangible set of intellectual abstractions which combine to form the foundation of extreme competence in an employee. Citing that rare but harmonious connection between "raw brainpower" and "emotional intelligence," Leonard and Swap posit the existence of "deep smarts," which they define as "the stuff that produces that mysterious quality, good judgment" (2004). Seemingly an amalgamation of human attributes which aid in decision making and critical judgment, deep smarts would appear to be the highly functioning union of intuition, instinct, intelligence and insight. The authors base their conception of deep smarts on the value of firsthand experience, by noting repeatedly that deep smarts are "based more on know-how than on facts; comprising a system view as well as expertise in individual areas" (Leonard & Swap, 2004). According to the authors, most corporations and large-scale organizations have members, from executives to temporary employees, who possess deep smarts through the "judgment and knowledge - both explicit and tacit - stored in their heads and hands" (Leonard and Swap, 2004), but these valuable assets are routinely overlooked and underutilized. The purpose of the case study is to present managers, and others responsible for maximizing an organization's efficiency, with viable methods for identifying those employees with deep

The latter qualities are quite attractive and show the character of a great employee. However, these attractive characteristics may be harder to come by than the unattractive ones.

Selecting the right employee to fill a position is one of the most challenging decision making processes a company has to make. The ultimate goal of employee selection is to hire the candidate who is most compatible not only with the organization but for the position that they are trying to fill. In order for the candidate to be successful in a particular position, their talents and personal goals must be taken into consideration and objectives need to be utilized in order to retain qualified individuals. The most common forms of selection methods are resumes and applications but testing, interviews, reference checks, honesty tests, medical exam and drug

With the acquiring of quality employees comes the assessment and development of Human Resources. Having the right people for the job is just selecting the right people to