“Disposition” is a vital key to assessing staff capability

I met a newly appointed senior manager recently who was bringing his experience to his new Company.

It was his first week and he repeatedly expressed the view that “changes are the key”.

Of course it is entirely possible but it struck me as problematic to set a course that was so definite without assessment internally first.

It reminded me of a football team that was regularly changing managers only to create disruption.

The difficulty for me is that some people use “change” to look busy and competent.

It’s the old pencil behind the ear and clipboard in the hand.

It’s more important to do the right things for the right reasons, at the right time.

Another fear for me was raised on hearing “these are not my people and I will build my own team”.

The best managers are able to work with and develop existing staff and it begins by respecting the value of staff and taking them to a new level that they will enjoy and progress.

Will this situation work out?

 Time alone will tell but it reminded me of some aspects of recruitment that I have never been entirely at ease with.

I grew up with Personnel which has modernised to become Human Resources.

It ensures fairness and equality at Interviews but am I the only one that thinks it has lost something in the modern process.

Most Interviews are controlled where everyone gets the same questions and is assessed on the strength of answers.

They are so “text book” that recruiters can indicate the types of questions to prepare for and the best answers.

It’s become like taking an exam.

It’s like looking for a Stereotype, not a Prototype!

It’s become rather clinical but has lost the ability to establish a big key to success – a person’s “Disposition”.

Get a person’s disposition wrong and you increase the chances of disruption.

Whenever interviewing I look for feedback to add to what I already have.

Getting an opinion from Reception when they arrive and “engage” always helps.

Whoever collects them from reception and leads them to the boardroom is also a good guide.

Its additional information that helps to assess their “interaction” with people and reveals how they are likely to get on with people and represent your Company.

Never devalue this information because it’s a real life indicator to test what you get in the Interview.

I have been amazed and pleased over the years how the “balanced” disposition of some has achieved more than the confident academic achievements of others.

We all search for the “all rounder” but ignore their disposition at your peril.