Easy to understand and apply.
It is not only important to have an 'unbiased' pre-employment assessments as part of the recruitment process but also to have assessments that can be understood and used by 'line managers' and not just HR.
Many times implementations fail because the solution is so complex that only 'certified' individuals can understand and use it.
Download our sample report and see for yourself how easy it is to understand and use McQuaig's 'candidate' report by anyone. You do not need to be a certified psychologist or psychometrician to use The McQuaig Psychometric System!
Look at you. You’ve interviewed a bunch of great candidates, you’ve got a few top contenders, and you’re pretty sure you know who’s going to be your first call for the new position. Nice work.
But there’s still a big challenge ahead: the moment your top candidate accepts the job, you’ll have to let the other applicants know that you’re moving forward with someone else. For many people in your position, this challenge is too overwhelming – and they end up ghosting the candidates who didn’t make the cut. But this leaves a sour taste in the mouths of people who might be great hires in the future. So what’s the most constructive way to communicate with these candidates?
The key lies in productive feedback.
Feedback means indicating things that were great about the candidate, and things they could improve upon. Was a sales candidate’s resume terrific, but their lack of research about your company a turn-off? Was an accounting candidate unqualified for the management position, but perfectly suited for a junior role? These are great things to let candidates know in general, but it also indicates that you care about seeing them succeed. It may encourage them to apply for a different position at your company in a few months or years – and if their next application lines up with the feedback you provided, your hiring timeline might jump ahead by a few days or weeks.
Pro Tip: Check out this infographic for a 7-step hiring process that improves accuracy and efficiency!
Providing feedback can also leave things on a more positive note with the candidates you don’t select. Since people are more likely to vocalize negative experiences, the last thing you want is a candidate posting all over the internet about their awful experience throughout your company’s hiring process. Negative reviews can make future applicants apprehensive – and even if you’re not hiring now, you will be later. Make sure you’re not missing out on hiring the right person before the job listing even goes live. Shopify has a great article about improving candidate experience for everyone - not just the person you end up hiring.
If you use a suite of assessment tools like McQuaig, you should be able to generate a feedback report in a couple of seconds and email candidates in just a few clicks. Plus, a feedback report can help with coaching the person you end up hiring. It’s also easy to write a few quick emails that highlight the positive aspects of each candidate’s application, and a small number of areas you think would make them better suited for your particular role.
More often than not, productive feedback can go a long way. At worst, you haven’t left candidates wondering if they’ll ever hear back from you – which can create long-term resentment around your company brand. At best, you’ll have a highly-qualified candidate who’s already confident in your hiring process the next time you’re looking to hire the right person. What are you waiting for? It’s time to start making the hiring process better for all of your candidates – even the ones who don’t make the cut!
The end of the hiring process can sometimes be as stressful as the beginning – especially when your top candidates all seem like a strong fit for the job. Wouldn’t it be easier if the perfect candidate rose to the top each time?
Unfortunately, that’s often not the case, and hiring managers are left with some tough decisions to make. So what's the trick to choosing between two (or three or four) equally qualified candidates? Well, there are many opportunities to streamline your recruitment process to ensure you're hiring the right person, but here are three critical factors to consider when you’ve narrowed it down:
The first thing to look at is how each candidate stacks up against the job profile for the role. If you use something like McQuaig personality assessments, this step is pretty straightforward: simply generate a report that compares the candidates’ personality profile against the temperamental requirements of the role. In a few seconds, you should see if the candidates are a strong match, a potential match, or if they don’t really match at all.
If you don’t use personality assessments, this step is still pretty simple: based on your candidates’ interview answers, try to match up their responses to elements of your job description. It’s important to revisit the job description or job profile after each step of the hiring process, to stay focused on what matters in the role, and to more accurately pick up on great opportunities or potential warning signs. Revisiting your information - instead of going off of gut feel or your memory of the interview - is a critical step that often gets overlooked. But it can typically reveal information that's vital in pinpointing and hiring the right person.
Pro Tip: We built a job description template that you can fill out in 20 minutes or less - check it out here.
Interview Answers and Candidate Interest
Standardizing your behavioural interview questions is a great way to level the playing field between candidates. Getting them to answer the same set of core questions can help you easily see where surprising differences may exist. Revisit each candidates’ answers as you make your final hiring decision – and remember to line questions up with critical elements of the job description. This way, you’re always aware of what’s most important in the job, and it becomes easier to see where some candidates excel and where others may not be so effective.
Revisiting interview responses is also a great way to re-gauge candidate interest. Did one candidate provide great answers but seem uninspired? Did another candidate lack technical skill but have the right approach to solving the problems you need solved? Assessing these observations after the fact can help with hiring the right people the first time - and avoiding a turnaround surprise down the road.
References are a terrific source of information if you ask the right questions. Similar to the interview, standardizing reference questions – and going beyond the traditional confirmation questions – can help solidify observations made during the interview. Tying reference questions back to the job profile is a great way to confirm not only what the candidate said in the interview, but also how their work was received from a more objective standpoint.
Remember that equally qualified on paper may not mean equally qualified in terms of temperament or personality. And technical skill doesn’t always indicate top performance on the job. Hiring the right people all comes down to keeping in mind what the role requires, both from a technical and a temperamental stance. So when your candidate list is whittled down and making a decision seems impossible, remember to revisit the core of what the job entails, and realign candidate responses to those requirements. After a little consideration, it might feel like the right candidate is jumping off the page!
Hiring managers are typically under a lot of stress – they need to hire the right employees quickly to fill vacant positions, or else productivity will start to plummet. Pressure from upper management, uncertainty in the hiring process, conversations around how to evaluate candidates, and much more can all lead to extremely high tensions. And high tensions can put certain people in the workplace into a perpetually bad mood. If only there was a way to make people happy again. If only there was some sort of solution that could help hiring managers find the people they need, easily coach them, and increase their team’s overall productivity.
Oh, right – there is. Here’s how the implementation of personality assessments can boost your hiring manager’s mood. Because when the boss is happy, aren’t we all happy?
They find what they need
Let’s face it: hiring managers may not be the best at recruiting because they don’t do it all the time. In fact, Workopolis has a great blog post about common interviewing mistakes that hiring managers can sometimes. Unless they’re in a high-growth phase (which is awesome) or experiencing a lot of turnover (which is not so awesome), they’re not constantly filling positions. Just like anything, practice makes perfect – and without routine practice, it’s easy to make mistakes. Personality tests can help hiring managers a) figure out who they’re really looking for, b) match candidates to the kind of profile that the job requires, and c) conduct better interviews to get the information they need to make that determination. If you find a test that’s easy to complete and understand (yes, they do exist!), then it might even be a little fun. Finding what they need and injecting a little fun into their day might just be enough to crack a smile.
It makes coaching easier
Coaching is something that a lot of managers really struggle with. Each person on their team requires a unique communication approach, and really knowing the nuances of those approaches is not an easy thing to do. But personality assessments can spell this out for them, with some even providing a straightforward list of do’s and don’ts for how to best manage each employee. Any time you’re making their life easier, you’re working your way into a hiring manager’s heart.
Their team’s productivity increases
A manager’s success is ultimately measured by their team’s effectiveness. If you can help them improve productivity, there’s no way you’d be on their bad side! Personality assessments can help managers to coordinate tasks by leveraging employees’ natural strengths and fostering more efficient communication. You’ve probably seen it on your own team: when people are doing what they’re good at, and they’re communicating well, engagement and productivity tend to go up. The manager’s role is to lead the team and get everyone jiving together. If you arm your hiring managers with the right resources to do this, they can get the most out of their team – which helps to make them look good.
Achieving hiring manager satisfaction may not be the easiest thing to do, but personality assessments can definitely help you get there. Who knows – you might even get a bonus for all your efforts!
I mean, we can dream, can’t we?
FOR MENA ENQUIRIES:
TO SCHEDULE AN IN-HOUSE DEMO OR TRY MCQUAIG FOR FREE CONTACT US ON: PSYCHOMETRICS@HR-EMAIL.COM
There seems to be some common, standard interview questions that always get asked during interviews – ones that seem to be popular but aren’t always effective. “What’s your greatest weakness?” “Where do you see yourself in five years?” “Why should I hire you?” These questions might provide a little bit of insight, but they’re not great indicators of future behaviour – nor do they help to identify whether a candidate has the right personality for the job.
In many cases, asking a candidate about their weaknesses is not really a question about their weaknesses – according to The Interview Guys, it's a way for potential employers to see how self-aware their candidates are. it’s asked to evaluate the self-awareness of the candidate. And asking candidates about their plans for the future is really just a roundabout way of seeing if they’re planning on sticking around for long. But these are boilerplate questions that were probably invented around the same time as the interview itself. Candidates know how to answer them in a way that makes the interviewer happy, so the value that can be gleaned from them is relatively minimal.
There are better ways to find the answers you’re looking for, while also getting insight into the kind of value that a candidate could bring to your organization. Discussing a candidate’s successes - instead of where they’ve previously failed - fosters a sense of contribution to your organization, and you’re more likely to hear success stories that correlate closely to the position you’re interviewing for.
“What can I tell you about our company and this position?” “If you envision yourself in this role, what do you see could be your biggest challenge(s) at the beginning? What approach would you take at the start of this role to tackle these challenges?” “How does this role align with your career plans?” “What work experiences do you feel will support you in this role based on your understanding of the outline?”
These questions provide valuable insight into a candidate’s knowledge and awareness about your organization, and how prepared they are for the interview. It also offers up scenarios to visualize how the candidate would work in the role, and how thoroughly the candidate considered the requirements outlined in the job description and job profile. The more they can articulate that they truly understand the role, beyond just the basic day-to-day tasks, the clearer it is to see how they’ll handle the position. These kinds of questions also allow candidates to display how they solve problems, come up with solutions, and provide information in a clear and timely manner. With questions like these, it's also easy to use the SARR method to clarify answers and get more details.
When you run your next interview, try avoiding some of the clichéd questions. Instead, use a few questions that really validate the candidate’s ability to fulfill the role and become a valuable addition to your organization. If you’re stuck on ideas, the right personality assessments include interview questions that you can ask. Verify if your candidates’ strengths fit what the position requires, and if their personality aligns with the temperamental requirements of the job. This approach avoids focusing too much on the negatives, and it also helps to avoid canned responses. But most importantly, it gets more value out of your interviews, and provides a more comprehensive view of your candidates.
FOR MENA ENQUIRIES:
To schedule an in-house demo or try McQuaig for FREE contact us on: Psychometrics@hr-email.com
As a McQuaig customer, you understand the lifelong value of assessment tools and how they can enhance the hiring, professional development, and retention of your employees. But you might be wondering exactly how to use your new McQuaig tools to their fullest. We wanted to make sure you're feeling confident in the tools you're about to use, so please enjoy these three short videos to get acquainted with McQuaig, our philosphy, and some orientation on our suite of products. If you have any questions, your Client Success Manager would love to hear from you!
The McQuaig 3-Step Process
Team Effectiveness & Succession Planning
FREE DOWNLOAD: The Quick Guide to Hiring with Personality Assessments!
I hate to tell you this, but if we’re being honest, there’s a good chance that you stink at interviewing. I don’t mean to pick on you specifically, but statistics don’t lie; study after study shows us that hiring manager make decisions based on interviews, and traditional interviews are just barely more effective than flipping a coin. So maybe you don’t stink at conducting effective interviews – but it certainly seems like a lot of us do!
Why is this? We all want to believe that we're good judges of character. We think we can trust our gut. We think that based on a traditional interview, we’ll be able to accurately predict future performance. Overwhelmingly, the evidence suggests that we’re wrong on all three counts.
You don’t have a lot of time with your candidate before making a hiring decision, so make that time count. Here are 7 steps to make sure that your next interview is an effective one:
Step 1: Prepare - What are looking for? Get key stakeholders to define job requirements such as education, experience and specific skills, as well as the dimensions that tend to be more difficult to assess, like behavioural requirements, the level of maturity needed, thinking ability and overall aptitude. One of the major contributing factors to the overall poor predictive ability of interviews is that they focus on skills and experience, not on passion, personality and ability.
You might find that some of the stakeholders have differing ideas of what is actually required for the role, and isn’t it great that we've discovered this prior to starting to source candidates? Once these characteristics are defined and agreed upon, we’re ready for Step 2!
Step 2: Screening - Who makes the first cut? Use the information gathered in Step 1 to create a strong job posting. As the applications start to come in, focus on assessing necessary skills, experience and education only - behavioural qualities are impossible to assess by viewing a resume. Once you’ve identified your top candidates, conduct a brief screening interview over the phone. Be clear on what the overall goal of the conversation is - what are you trying to learn? The most important thing is to clarify any job-related skills that we have questions about.
Step 3: Employee Assessments - If employee assessments are part of your hiring toolkit, now is the time to use them! A common mistake is leaving assessments until far too late in the hiring process. Use them as a guide to complement your decision-making process. Assessments can be very impactful in helping us understand those hard-to-assess qualities that we’ve defined as necessary for the role, such as temperament and cognitive ability. Time and again, research tells us that these are the keys to predicting future performance. If you want to know exactly what to explore once you and candidate meet face to face, it’s important to assess candidates before the interview.
Step 4: Conducting the Interview - In Step 2, you looked for confirmation of job-specific skills and abilities. In Step 3, you were given insight into your candidates’ temperament, aptitude and maturity. The interview is your opportunity to explore any potential gaps and get a more comprehensive view of how candidates have overcome any of their temperamental weaknesses. Make sure to use standardized behaviour-based interview questions, and remember to probe if you need more information. Many high-quality assessment tools will provide you with behaviour-based questions that are specific to the results of the assessment.
Step 5: References - We all know how important references are, but too often they’re approached as an administrative task - viewed as something that we have to do for the sake of compliance when our heart has already decided on a candidate. Don't make this mistake! To get the most out of your reference conversations, ask some strong behaviour based reference questions that relate to your candidate. References can provide a wealth of valuable information about your candidate, much more than just the standard dates of employment and rehire status.
Step 6: Decision Time! - Making your decision is not something that you do by gut feel - it should be an objective process where you tally each person’s scores and look at their areas of strength and potential weakness. This is vital to making the right hiring decision and it’ll increase the odds of making the right decision dramatically. Once your decision is made it’s time for the final step!
Step 7: Follow Up - You promised your candidates that you’d follow up with them when they met with you for their interview, so now it’s time keep your word. A positive candidate experience for all employees is important to your brand, and it can have a major impact on your future recruitment activities - so make sure you honour your commitment to your candidates and follow up with them!
If we conduct strong, structured interviews and correctly incorporate assessments into the hiring process, we’re not just flipping a coin to make a hiring decision. Instead, the decision gets made based on hard facts. You might not be able to hire the right person 100% of the time - I’d like to find the person who can do that! - but you’ll be able to dramatically increase your success rate. And once the success rate starts to go up, you’ll see the positive impact not only on your next successful hire, but on your entire organization!
There is a lot of talk on social media about “finding your why”. Determining the reason that you show up every day and do what you do. Without this fundamental belief in your role, you have no purpose or motivation. You are simply following the every-day motions without feeling engaged or connected to anything.
This kind of existence is well, simply existing. You are surviving but not thriving and will likely feel a whole host of negative emotions. In such a complex society where most jobs that exist do not serve a basic human need, but instead a need that is fabricated by technology, record keeping, or any other modern issue, it is hard to associate a reason as to how you are contributing to the betterment of life.
This got me thinking. If you’re sitting at a desk all day, like a large percentage of the population does, is it actually possible to connect what you do to the sustainment or improvement of life on this planet?
The answer is yes. Because even though you may be a small piece of a very large puzzle, if your organization is providing a product or service that makes something in this world better, than you are a part of it.
In our case here at McQuaig, our “why” is to improve the lives of people in the workforce. Whether they are sitting at a desk all day or working on a production line, our purpose is to help them:
- Be placed in the position that is most in line with who they are so that they can succeed. This may be their first job in a particular company or a transfer to another role within the organization.
- Get proper coaching so that they can receive the support that they need to learn and develop.
- Gain a deep understanding of themselves so that they can take advantage of their strengths and create strategies to overcome any obstacles.
- Understand and work well with others so that every day when they come to work they can enjoy spending time with their colleagues.
Our goal is to work with organizations who want these things for their employees. By providing our products and services to companies that care about employee engagement, we are able to make this impact on society and live our purpose.
Author: Rachel Cwang
When things get really busy on your team and no one has enough time to do everything that needs to get done, you realize you need more manpower. Or when you know something needs to be done but no one has any idea how to actually do it, it’s time to bring in a new member. But who is this new addition? What type of person will mesh well with the team? What characteristics do they need to actually do the job?
In making your wish list you will likely start with the basic experience and educational background. This person went to university for this and knows how to do that. Then naturally you will start to throw in things like “they need to be able to take charge” or “they will need to be self-directed”. At the end of the exercise you will have an entire list of “must-haves” and “nice-to-haves” that describe your perfect new team member.
Although this list is great, and definitely necessary, there are two problems. One, the personality aspects that you have listed, to the untrained eye, may be contradictory. Did you know that it is conflicting to be someone who likes to take charge but also be detail oriented? Two, the team members that helped to make this list may have different ideas on the prioritization of these aspects that will lead them to look at candidates through different lenses. If one person thinks it is more important to be cautious while another thinks it’s more important to be persistent, than they are looking for two very different candidates.
The Job Survey consists of 21 sets of 4 words or phrases that asks the respondent to rank them in order of most descriptive to least descriptive in relation to what is required for a role. The result of the Job Survey is an ideal personality profile for a position that can be used as a benchmark for comparisons against candidates. The accompanying report will notify you if your choices are contradictory and allow you to adjust accordingly. And when multiple people complete the Job Survey, comparing the results will highlight any discrepancies in team members’ expectations and force a discussion on what is best for the role.
Other Helpful Features
Once you have the outline cut out for your perfect new team member, it’s time to find some people who will fit it. Like any good piece of content, you want the job description to resonate with your reader. You want your ideal candidates to read it and feel compelled to apply. You can use language right out of the Job Survey Report to help you do so! And just to make sure you have the right applicants, the report includes resume screening tips and behavioural based interview questions for your phone screening process.
Completing the Job Survey takes just ten to fifteen minutes and provides you a picture of your ideal team member that is both consistent and cohesive. Using this profile in your recruitment process increases your hiring accuracy, especially in combination with the McQuaig Word Survey.
Demo Request Form
When it comes to hiring, many people believe in their gut. If they get a good feeling from someone, they naturally want to hire them. Throughout life in general, your gut is a pretty reliable source for decision making. It serves as your compass to make ethical choices and major life decisions. It tells you what career to follow and whether to cheat or not. But your gut is subjective. What your friend feels compelled to do is different than what your inner force is telling you to do. So should hiring be subjective? If your gut says hire but your coworkers’ says pass, whose intuition is right?
Maybe it’s time to bring in a measure that is more objective. Something that will help you to ask the right questions and get the answers that you need to make an informed decision.
Enter the McQuaig Word Survey.
The Word Survey is 42 sets of 4 words or phrases that ask an individual to rank them from most descriptive to least descriptive in relation to themselves. The result of the Word Survey is the personality profile of that respondent which includes detailed information on the behaviour that you can expect from them on the job.
What’s In the Results?
While your gut may give you an idea about what type of leader they are, the Word Survey results will confirm it. It even goes into detail on how they will motivate their team, make decisions, problem solve, and lead change. And it doesn’t stop there. The full report will provide you with many other pertinent pieces of information including their selling style, learning style, and team approach. Based on their personality profile, you will also receive tailored behaviour-based interview questions that will help you in your decision making process.
Strengths and Gap Analysis
If you know what the ideal personality for the position is, you can then compare your candidates to it. This allows you to see if your candidate naturally has what it takes or not. The Word Survey Report includes a section with a strengths and gap analysis as well as associated behaviour-based interview questions to help you probe deeper in those areas. The questions guide you to determine if any gaps will be detrimental to their success in the role or whether they have developed strategies to overcome them.
What You Save
When you rely on intuition to make a hiring decision, you are increasing your susceptibility to selecting someone who you really like, but is not well suited for the role. If your gut is wrong, it will be the cause for the many costs associated with making a bad hire and that is a lot of money to risk on a hunch.
Within just 15 minutes, your candidates can complete a survey to provide you with the information and questions you need to make an informed decision. When you are empowered to make better hires, you can put the right people in place to propel your business forward, and that’s what it is all about.
The Ultimate Guide to Hiring Effective Sales People
Statistics show that 80% of sales require at lease five follow-up calls, and 44% of sales people give up after one. How can you tell if the candidate you're considering will go the distance? It's not likely from the interview. Research shows that interviews are only accurate predictors of future success 14% of the time.
You need to know what traits will signal future success and how to tell if a candidate really has them.
In this eBook, you'll learn:
- The most common trait of successful sales people and how to assess for it
- The most effective interview strategy for hiring winning sales people
- How a candidate profile increases hiring success
- What to do when you hire the wrong person
Download this free eBook and get started finding your next Top Producer now!
There’s a brand new McQuaig Word Survey Report coming your way with an eye-catching design that’s going to make these reports easier to read.
As part of our ongoing improvements tied to our new online platform, we’ll be launching the redesigned report the first week in July for clients who have migrated to the new system.
The content of the report remains the same with the same in-depth, easy-to-understand insights you’re used to. The report design makes the content easier to digest and the new look will make a strong impression with hiring managers, executives and other readers of the report.
Have a sneak peek at the new report here.
An updated, modern design
Improved readability to please even the busiest hiring manager
To enhance the visual quality of the design, the new report will only be available in PDF format
Downloadable assets will make it easy to extract key components like the graphs for use in other documents
A printer-friendly version
The new Word Survey Report will automatically replace the existing report in the in the new online platform the first weekend in July. If you have not migrated to the new system yet, you will continue to get the current Word Survey Report. This new design will be applied to reports generated for both new and existing survey results.
This is the second report to have this new design in our new system, the first being the recently launched Executive Summary Report. During the course of the year, we’ll be updating all of our reports with this exciting, new design.
If you haven’t already scheduled your migration to the new system, you can do it here or by sending your migration request to McQuaig@hr-email.com. Don’t miss out on these fantastic new reports. Get on the new system now! You can learn more about what to expect in the new system here.
The new McQuaig user platform is here and ready for you! We can’t wait for you to enjoy the new, improved, faster and easier to use technology! The new online platform will provide a better, more modern interface as well as new reports and assessments. It is also accessible on any device and delivers a better candidate experience. To top it all off, the migration will be seamless!
Everyone will want access, but you can be among the first to experience the improvements by registering now for your easy, painless migration.
Accessible On Any Device
We all know the world is going mobile. Many of you have asked us for a system that works on smartphones and tablets. Well, now it’s here. The new McQuaig platform can be used on any device! Whether it’s you assigning assessments and downloading reports, or your candidates and employees taking surveys, all you need is your phone. And of course it looks amazing on your computer as well!
Improved Candidate Experience
Candidate experience is critical, especially when courting A-level talent. McQuaig assessments have always been an advantage in this area by taking less than 20 minutes to complete, but now that they’re available on any device, your candidate experience is about to get even better! Imagine assigning a survey to a candidate, who completes it on their smartphone while commuting and you’ve got your report back in less than 30 minutes to keep the process moving!
Your time is valuable, and we can help protect it. Once you see how easy it is to navigate the new platform, time slots in your calendar will start clearing up like the shelves of a store during a 75% off sale! You will be equipped to cut down the time it takes to send assessments, find information and therefore make decisions.
We’ve added an Executive Summary report allowing you to provide those who just want a high level overview to get the information relevant to them. Watch for more reports coming online later in the year.
We’ve launched a new assessment on the platform! The McQuaig Thinking Mental Test is an assessment that measures speed of thought, general mental agility and several key components of intelligence against job requirements, which is an important factor of job performance. This new assessment is going to make your hiring and development decisions even more reliable. Learn more about this new assessment here.
The switch over will be easy, efficient and smooth! We understand your busy schedules and we value your data quality; therefore we will ensure that neither of these is disturbed. Our Product Consultant will work with you one-on-one to make the migration completely painless!
Be the First to Get These Benefits
Be among the first to experience these benefits by moving over to the new user platform. Migration is fast and painless, and we’ll walk you through it and support you every step of the way. When you sign up to book your migration we will be in touch to arrange everything. Everyone will get a chance to register, but only the first to do so will be able to demo the platform and then move their data over in the next few months. Increase your accessibility, save valuable time, and sample our new assessment by signing up now! We promise, you will never look back.
The difference between a fun work environment and a boring one is how well you get along with your colleagues. The difference between a successful team and an unsuccessful one is how well they understand each other. In an ideal world, every team will have both – good relations and understanding – but in reality they at least need the latter.
When you’re assessing team performance it’s important to look at how the different temperaments on the team may be interacting. This could be the key to why a team seems to be less than the sum of its parts.
How to use temperament profiles to understand your teammates
If you find someone on your team abrasive, have you considered that they may be highly analytical and that they simply don’t register how emotions play into decisions? If you feel that some of your colleagues can’t keep up with your fast pace, do you think it’s possible that they just need to plan ahead and dislike pressure and deadlines?
These are just a couple examples of how temperament plays into how we perform our jobs, which is why your team needs to understand each other to function well.
Next time you’re about to lose your patience or get frustrated with a team member, place their McQuaig profile next to yours. Look at how they’re similar or different. Consider how any differences would affect the reason you’re feeling friction and empathize with how they might be making adjustments to work with you. Then reflect on how any similarities might allow you to get along easily and see if you can use any of those likenesses to get past the issue.
An even better approach would be to use some of the activities outlined at the end of this article to open up the profile discussion before any issues arise. Being proactive about understanding your teammates can save you a lot of time and stress.
How to assign roles and activities based on temperament
If you use The McQuaig System, you know that different roles have different temperamental demands. This is why you create benchmarks for roles and measure people against them. But what about temporary demands for a project? Within your team, there will likely be certain people better suited for specific tasks than others. Make the most of it by breaking up the necessary tasks into groups for each profile type on your team. For example, assign the client-facing work to those who are more social and leverage the analytical ones to build the reports.
An easy thing to pick out with McQuaig profiles is whether people are more dominant or accepting. Those who are dominant will be more comfortable, and actually happier, taking the lead. When you know each other’s’ profiles, it’s clear who will be best focusing on the big picture and who will better honing in on the details.
Diversity is a beautiful thing and you should embrace it. Diversity is also a key component of successful teams as people will cover each other’s weaknesses. If you have a team of very compliant people, who will be the one to challenge the current processes to find efficiencies? In the opposite direction, if everyone on the team dislikes working within a restrictive structure, who will make sure the necessary policies are met? Acknowledge and appreciate the differences across your teammates because what you don’t have, they do.
How to make understanding temperaments fun
Try these activities for interactive ways to create understanding among your team when assessing team performance:
Do’s and Don’ts
Provide each team member with their Strategies for Coaching and Development section of the Word Survey Report.
Have everyone get into pairs and compare their reports to see how they would get along and why they may have challenges working together.
Continue to switch pairs until all partner combinations have been done.
Present Your Profile
Split the team into groups based on the same profile type.
Have each team complete the following statements and then present their responses to the rest of the group:
We are great on a team because…
We may drive others crazy because…
We prefer to contribute to the team by…
If you want to persuade us, you should…
If you want to annoy us, all you have to do is…
Want to learn more?
By Rachel Cwang
A Quickstart Guide to an Effective Employee Onboarding Program
Structured Onboarding Increases Retention by 25%
Make a Difference Now!
Whether you're thinking about creating an employee onboarding process, or thinking about improving the one you have, this easy to follow New Hire Checklist provides you with tangible steps you can take right away to improve the way you welcome new employees.
Having a formal onboarding process:
- Improves year-over-year revenue by 60%
- Increases year-over-year customer satisfaction by 63%
- Increases retention by 25%
- Improves performance levels by up to 11%
- Increases new hire productivity by 54%
The checklist gives you 38 actions you take now across the four main phases of a winning onboarding program:
- Day one
- Day two to three months
- Three months to one year
It also includes a special checklist for executive onboarding.
Get your FREE copy today by completing the form on this page.
How effective are your leaders? What impact are they having on your ability to attract and retain quality talent? According to the 2016 McQuaig Global Talent Recruitment Survey, 75% of HR professionals think their leaders could be doing a better job.
“People leave their Managers, NOT their Organizations!
How do you determine, during the selection process, if people will demonstrate the behaviors that lead to success in a given role?
How do you determine that the candidate will be a positive addition to your team and fit into your culture?
How Do you establish a retention and development strategy to keep high performers engaged?
One reason psychologists believe is a personality mismatch. Temperament plays an important part in retention, individual's success and eventually organizational success.
We are offering UAE based organizations* TOP PERFORMER BENCHMARKING at our cost as part of our research study!
The collective benchmark will be shared with you!
To participate just fill out the form and we will contact you within 24 hours for the next steps.
*Organizations must be based in UAE
*Organizations must have 500+ permanent employees