This is the comment we received from an entrepreneur during a discussion with respect to hiring internal candidates in order to fill a critical position. Critical, because it is a management position. albeit a production supervisor. Furthermore, he is the one handling the function in the meantime, which is not only taxing but forces him to find himself in the operations for more than 50% of his time. Not an ideal situation for a company director. Furthermore, not happy to be there, the quality of his work is impacted.
So, we would like to discuss the following question. When you fill a position in your organization, in the first three months, are we in a probationary period?
In our opinion, yes we are. Call it what you want, probationary period or trial period, for us, it’ s the same thing. Truth be told, if your hiring process is solid, this period should not even exist. We give ourselves this cushion under the pretext of making a mistake during hiring, but I believe that many people neglect the hiring process in telling themselves, I have three months to change my mind. But this time around, it’ s not the topic of my blog.
We believe that the real reason behind our client’ s hesitation is something else.
Here’ s the context.
The company uses a psychometric tool (MPO) in its operations. Together we have established a desired profile (profiler) for the position. After that, with a platform while using a function (Right Match), we verified amongst the company’ s current employees, for those who possessed the profile which was closest to the desired one. I often say that this allows to discover the hidden gems within your organization.
In fact, it was the case in this situation. An employee who had a profile which corroborated with the profiler’s had manifested an interest for the position.
During our discussion with the entrepreneur we came to an agreement that apart from assertiveness (delta of -2) the individual’ s profile had very good potential. Working on a personality trait is possible, however that requires an integration plan for the position as well as follow-ups.
In order to accomplish this, that would require some time for the entrepreneur to coach this employee in order to modify or create assertive habits/behaviors which are sought after. Therein lies the reason for the hesitation, the real reason is that we must invest in our employees’ success. Isn’t that the role of a company’s leader?
Therefore, this is what I proposed and what I also propose to those who encounter the same dilemma. Identify those habits/behaviors you want in place which will help the candidate. In this case, more assertiveness. Don’t forget that a habit must be observable and measurable. Once identified, sitting down with the candidate and having a conversation on the possibility in order to have him or her realize what will be required from that individual in order to be successful in the position. In other words, obtaining their commitment, because an effort will essentially be required from them.
After building a support plan, with follow-ups on a weekly basis, as well as precise performance indicators. The follow-ups are weekly meetings lasting from 60 to 90 minutes with the employee in order to guide, encourage and support the candidate in developing positive behaviors.
I believe that this aspect frightened the entrepreneur.
Of course, he could hire an outside coach but in my view, it is not the best thing to do at this stage. There is a good opportunity to affirm his leadership if he took the time to invest in himself with the employee. The final result will be an employee who will be integrated and committed towards the leader.
Isn’t that a complaint which we often hear, that the employees aren’t committed?
Marc-André Alary
President
DirecSys
