A recent survey found that India figures in the top four countries of the world in making wrong hires! It costs Indian companies heavily (upto INR20Lakh in IT industry) for each bad hire that they make even at the lower levels of the organisational hierarchy.
Another survey found that 46 per cent quit within 18 months of their hire. Attitudinal reasons amounted to 89 per cent of such failures and only 11 per cent was due to lack of skill (which is anyway assessed in the regular abilities and skill assessments). The attitudinal deficits included lack of coachability, low levels of emotional intelligence, motivation and temperament. A bad hire wastes hisher as well as the company's time and resources. Such a candidate also causes an impact on the team's morale and achievements. More importantly it negatively influences the business in terms of revenue and productivity. The brand value of the organisation for probable aspirants also diminishes.
To tackle such issues, organisations are beginning to use psychometric assessments of behaviour and personality to facilitate better hires. Psychometric assessments can be used in their hiring process as a measure to get the best fit for their work culture and organisation.Whether it is the position of an entry level position or senior management, various types of scientific assessments are available to find the best fit for the organisation and its culture. In addition, for top management roles, competency based interviews measuring individual, managerial, interpersonal and motivational competencies provide tangibility to insights acquired by interviewers. Assessments also addresses the issue of attrition by identifying employees with low risk taking behaviour, high commitment to organisation and perceived job fit to help reduce attrition.
Further, occupational psychology also extends itself to the management of the life cycle of an employee at an organisation. It helps not only the recruitment process but can also influence promotion and career enhancement. Behavioural assessments relevant to work place can be used to effectively make informed decisions rather than promoting personnel based on previous work performance and supervisor feedback alone. There is no guarantee that an employee performing well in a particular role can transition to the next role equally well (eg: individual contributor to a team management role or internal team handling to contract team handling). A rating scale constructed on the job performance dimensions based on job analysis gives a clear and structured approach to evaluate performances. The results obtained can be further used for tracking performance, training purposes or for mere documentation.
Psychometrics plays a vital role in identifying employees who are dissatisfied with their job roles, are a misfit in the organisation and also identify the employees who seek stability and have a tendency to be low on risk taking behaviour. Personality development programmes aimed at enhancing a host of workplace competencies and tech-enabled training in workplace help employees achieve higher performance, groom high-potential employees and enhance team effectiveness.
Such high-potential employees are the future leaders at the organisations. There is a marked difference between management and leadership. Management involves administrative tasks and organising work environments dealing with complexity, planning, budgeting, staffing, controlling and problem solving while a leader typically inspires followers and works towards shared organisational culture and values dealing with initiating and adapting to change, setting direction vision, communicating, motivating and aligning people to shared goals. Psychometric assessments are once again effective in identifying these potential and effective leaders by measuring specific traits such as high intelligence, high self - motivation, high dominance, compassion, influential and persuasion skills.
Adopting psychology as part of everyday work life is now much needed. Read more here: red cocktail dress
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