How To Select The Best Candidates - And Avoid The Worst

Investing thousands of pounds in the recruitment and training of each new graduate recruit may be just the beginning. Choosing the wrong candidate may leave an organization paying for years to come.

Few companies will have escaped all of the following failures: people who panic at the first sign of stress; those with long, impressive qualifications who seem incapable of learning; hypochondriacs whose absentee record becomes astonishing; and the unstable person later discovered to be a thief or worse.

Less dramatic, but just as much a problem, is the person who simply does not come up to expectations, who does not quite deliver; who never becomes a high-flyer or even a steady performer; the employee with a fine future behind them.

The first point to bear in mind at the recruitment stage is that people don't change. Intelligence levels decline modestly, but change little over their working life. The same is true of abilities, such as learning languages and handling numbers.

Most people like to think that personality can change, particularly the more negative features such as anxiety, low esteem, impulsiveness or a lack of emotional warmth. But data collected over 50 years gives a clear message: still stable after all these years. Extroverts become slightly less extroverted; the acutely shy appear a little less so, but the fundamentals remain much the same. Personal crises can affect the way we cope with things: we might take up or drop drink, drugs, religion or relaxation techniques, which can have pretty dra­matic effects. Skills can be improved, and new ones introduced, but at rather different rates. People can be groomed for a job. Just as politicians are carefully repackaged through dress, hairstyle and speech spe­cialists, so people can be sent on training courses, diplomas or experimental weekends. But there is a cost to all this which may be more than the price of the course. Better to select for what you actually see rather than attempt to change it.

3. Read the text again and answer these questions.

1. What types of failures do companies experience, according to the text?

2. What does a fine future behind them mean?

3. What advice does the text give to managers?

Supplementary reading Text 1 Management

Dan is director of marketing. On one wall of his office, there’s a towel hanging from a nail. Above this there is a sign that says “Crying towel”. This is Dan’s way of getting people to relax when they come to his office. People come to him with most of the big problems connected with selling the company’s products. It is part of his job to help people do something about all these problems. Dan tries to help by telling everybody to relax and be calm. “Don’t worry about the problems,” Dan says. “Let’s worry together about how to solve them.”

Dan jokes and tells every one to wipe away the tears with that towel, then get down to business and solve the problems. “That towel is for crying over all the sales we don’t make,” Dan tells people. Every company has successes and failures. Part of success is to know how to fail and to come back and try again. “When people see that towel, they know that other people have problems too. So they try harder themselves,” Dan continues.

Dan also says that the idea of the towel fits in with the way he likes to run the Marketing Division. He believes in letting each person do his or her own job. It is Dan’s job to make clear to each person what is expected in every job. Then as long as things are going well in the job Dan doesn’t want to hear about it. He only expects people to come to him when they have problems. In management this is called delegating responsibility. It means that the manager gives part of the responsibilities of his other division or department to others. These other people work for Dan and are called his subordinates because they work under or for him.

There are many different departments in the Marketing Division. Each department has a manager who also has subordinates, who are expected to do the jobs that are delegated to them. When something unexpected happens or when something goes wrong, subordinates are expected to let the manager know. This kind of management is also known as management by exception. When an exception occurs this should be reported to the manager. But when things are normal no special reports are necessary. For example, when all products are selling in quantities expected by Ben, who is a marketing manager, he does not make any special report to Dan. But when products are selling much more or less than expected, Ben tells Dan as soon as possible and they meet to see what can be done. The products which are selling more or less than expected are the exceptions. They can become problems. Managers want to know about and help solve problems.

Text 2

What Makes A Leader?

The Importance Of Being Intelligent

The most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence.

Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.

The five components of emotional intelligence

	Definition	Hallmarks
self-awareness	the ability to reorganize and understand your minds, emotions, and drives, as well as their effects on others	self-confidence realistic self-assessment self-deprecating sense of humor
self-regulation	the ability to control or redirect disruptive impulses and moods the propensity to suspend judgment – to think before acting	trustworthiness and integrity comfort with ambiguity openness to change
motivation	a passion to work for reasons that go beyond money or status a propensity to pursue goals with energy and persistence	strong drive to achieve optimism, even in the face of failure organizational commitment
empathy	proficiency in managing relationship and building networks an ability to find common ground and build rapport	effectiveness in leading change persuasiveness expertise in building and leading teams.
social skill	the ability to understand the emotional make-up of other people skill in mating people according to their emotional reactions	expertise in building and retaining talent cross-cultural sensitivity service to clients and customers