understanding facet5

Understanding Facet5

International research shows that five factors describe the fundamental aspects of human personality.

Facet5 measures these five factors precisely and quickly to give the most accurate and easily applied portrait of individual differences in work behaviour. It gives a detailed breakdown of these five factors into 13 sub-factors (facets) to explore subtleties of behaviour at an individual level.

What are the 5 factors?

Will

Determination;confrontation;independence.

Energy

Vitality;sociability;adaptability.

Affection

Altruism;support;trust.

Control

Discipline;responsibility.

Emotionality

Anxiety,apprehension,whichinteractswith

theotherfacets;andwhichaffectsstability,

confidenceandemotionalstate.

Facet5 Key features:

• delieverstheBig5theoryinawork

context

• allowscomparisonsbetweenpeopleand

groupsofpeople

• hasnationalandinternationalreference

groups

• delievershighlyaccuratemeasurement

• deliverspraticalbusinessbenefits

Who is Facet5 designed for?

HR professionals and line managers

Facet5showshowindividualsarebest

managed.Jobsandrolesarecreated

ormodifiedtoprovidemaximumjob

satisfaction.Predictsindividualimpactona

team'sperformance

OD and PD consultants

Facet5providesinformationatthe

individual,teamandorganisationallevelto

identifyculturalissuesandteamdynamics.

Itspellsoutmanagementandleadership

requirementsinplainlanguage.

Professional psychologists

Facet5provides:Stenscoresonthe

fivemainfactorsand13sub-factors;a

convenientfamilyanalysisandguides

totheinterpretationoffactorandsub-

factorpatterns;andauniqueanalysisof

responsepatternsandtimestohelpidentify

motivationaldistortion.

Recruitment and selection consultants

Facet5showsaperson’skeycompetencies

ataglanceandstructuresbehaviour-based

orsituationalinterviews.Itcomparesand

contrastsindividualsgraphically.

A history of Facet5

Facet5wascreatedinthelate1980s.

Itwasinspiredbyresearchcarriedout

atEdinburghUniversity,andwasthen

developedwiththeenthusiasticassistance

ofsomekeyUK,USandAustralian

companies.SincethenFacet5hasbeen

continuallyimprovedanddeveloped.It

buildsonexperienceandintegratescurrent

psychologicaltheorywith‘bestpractice’in

thehumanresourcefield.

Accreditation programme

Toensureyougetmaximumvaluefrom

Facet5,itisonlyavailabletoaccredited

users.Afullaccreditationprogrammeis

availableonanin-housebasis.Alternatively

openprogrammesareheldatregular

intervals.

Facet5isaweb-basedquestionnaire.People

respondtoanemailedinvitationandare

takendirectlytotheFacet5

website.

Theirreportsareinstantlyavailbleoncethe

questionnairehasbeencompleted.

© NL Buckley [email protected]

[email protected] www.facet5.com 08453700238

S arc hlig th nWorkPr f r c sL ingE g

Peoplearenotthesame.Theyrespondto

differentapproaches.Johnmayneedtofeel

partoftheteamwhileClairepreferstobe

givenfreedomtodothingsherway.

LeadingEdgegivesadetailedguideforeach

individual,somanagerialapproachescanbe

modifiedforeffectiveperformance.

Onthisbasis,managerscan:

• communicateinaneffectivemanner,that

theindividualwillbelieveinandaccept;

• paintavisionforpeoplebyinstilling

asenseofpurposeandfocus;make

peoplefeeltheyunderstandwherethe

organisationisgoing;andmotivatepeople

aboutwhatcanbeachieved;

• createastimulatingenvironmentanda

moremotivatedandpositiveworkplace;

• letpeopleexploretheirowntalentsand

utilisetheirindividualstrengths.

WithLeadingEdgeasaguideyoucanmake

sureyourmanagementeffortsareeffective

anddemonstratetrueleadershipofvalued

individuals.

Forapersontosucceedinajobtheymustbe

‘competent’.Tosucceedinanorganisation

theymustfit.Thisisthecoreofselection.

Mostselectionprocessesfocuson

matchingacandidate’s‘competence’to

therequirementsofthejob.Thisishighly

effectiveforthefirst12-18months.However,

beyondthattime,performancedepends

notsomuchon‘competence’buton

‘organisationalfit’.Howwelldoestheperson

matchtheorganisationalvaluesandculture

thathavebeenbuilt?

Searchlightidentifiesbroadareaslookingat:

• Wherearethisperson'sstrengths?

• Whatissuesmayneedtobeaddressed?

Byconductingacarefullystructuredinterviewbasedonthisinformationselectionprocesseswillbemoreeffective,anddecisionscanbebasedonaccurateinformation.

Thecloserthefitbetweenaperson’sneeds

andtherewardsofferedbyarole,themore

motivatedindividualswillbetocontribute

productively.

However,differentthingsmotivatedifferent

people.Researchinthisareahasidentifieda

numberof‘intrinsicmotivators’andtheWork

Preferencesmodellooksatfour:

• Power –theneedtobeabletoinfluence;

• Participation –theneedtobewithpeople

andpartofthescene;

• People –theneedtofeeltheyare

contributingtotheworldatlarge;

• Process –theemphasisonhowthingsare

doneandthewayinwhichabusinessis

run.

WorkPreferencesintegratesyourcore

motives(derivedfromFacet5data),and

identifiesthoseaspectsthatwillenhanceor

inhibitperformance.

SEL

ECTING THE

RIG

HT PERSON

•

DEV

ELOPMENT

• DEVELOPMEN

T •

Leading Edge Guide to leadingThis report describes how a person'smanager needs to respond in order tomotivate, inspire and manage. Thereport uses as a base the model ofLeadership originally outlined byBernard Bass which suggests thatthere are 7 core elements ofleadership which people need todevelop in order to be seen assuccessful. They break down intoTransformational and TransactionalLeadership. Transactional leadershipis about delivering the agreed results.Transformational leadership isrequired to inspire people to go aboveand beyond expectations.

Transformational Leaders

Transformational Leaders have a clearidea of where they want to go, arepassionate and motivating to others.They are innovative and challenging.They create and communicate avision, are intellectually stimulating andtreat people as individuals. Theelements are:

Creating a Vision - Visionary leadersare described as motivating, inspiringand convincing. A vision cannot beestablished by edict. To ensure thatcolleagues "buy in" to a vision youmust persuade, excite and influence.People who do this well, communicatea sense of purpose and focus, makepeople feel they understand where theorganisation is going, enthuse andmotivate people about what can beachieved, appear passionate andcommitted to the work, and look to thefuture with en

Stimulating the Environment - Peoplewho do well are able to provide apositive and challenging environmentfor others. They make people thinkand re-examine their ideas and lookfor alternatives. They quickly see newapplications and ways forward, areinnovative and imaginative, are seenas experts and authorities in theirfields, and are aware of trends anddevelopments in their fields.

Treating People as Individuals -Creating an environment where peoplefeel valued and encouraged tocontribute, where they can exploretheir own talents and utilise individualstrengths. People who enable othersto do this are seen as positive and fairminded. They ensure justice and arenot judgmental. They are attuned tothe feelings and natures of theircolleagues and show respect for them.Such people can establish a positiveenvironment for each person in theteam, get people to contribute in theway they work best, allow for individualdifferences, do not pre-judge people orimpose their own prejudices. They areaccessible and responsive to othersneeds. They accept people for whatthey are.

Transactional Leaders

Transactional Leaders have an abilityto organise and manage people andresources to achieve the agreedcorporate goals. They concentrate onsetting goals, monitoring performance,giving feedback and developingpeople. There are four elements ofTransactional Leadership

Goal Setting - Goals are theoperationalisation of a corporatevision. They are the engine of activity,which provides a specific, practicalfocus for efforts. Goals need to bespecific to ensure clear direction. Theymust be measurable so people knowwhether they are being met. Theymust be achievable

since an unrealistic goal isde-motivating. They must be relevantso they convey a realistic sense ofpurpose and they need a time limit tocrystallise them and provide an agreedend point.

Monitoring Performance - There is littlepoint in setting clear goals if no effort ismade to determine whether they havebeen met. Performance review can bevery structured with centralisedadministration or more fluid relyingmore on the individual than thesystem. This helps a person tounderstand whether the goals havebeen achieved. The process formonitoring, the frequency of reviewand the individual responsibility for thisreview needs to be made clear.

Providing Feedback - Performanceappraisal is a normal part of corporatelife now. Feedback is designed toanswer two questions:

• What are we expecting?

• How are we doing?

And for feedback to be effective it mustbe:

• Understood

• Believed

• Accepted

Developing Careers - The key todeveloping others is to demonstrategenuine interest and concern for them.It involves selflessness and awillingness to put others first. In orderto achieve this you need first tounderstand yourself and, followingthat, understand the needs, interestsand desires of other people. To beeffective you need to also understandthe political and organisationalsensitivities that exist.

Facet Personal Profile Jennifer Strider 14

Leading Edge Guide to leadingWill7.7

Energy2.4

Control9.2

Affection4.3

Monitoring Performance

• Resist any temptation to manageclosely. People like Jennifer seethemselves as very capable andexpect to be trusted

• Recognise Jennifer's need for amanager who is tactful andrespectful of ideas and contributions

• Arrange meetings to discussprogress but keep them brief and tothe point

• Assert your authority if necessaryusing logical and rationalearguments

• Consult with Jennifer early if achange of plan is likely - people likeJennifer can be inflexible

Creating a Vision

• Appeal to Jennifer's willingness totake on a challenge

• Sell the potential for improvingefficiency

• Involve Jennifer in the developmentand give plenty of scope for Jenniferto input own ideas

• Present logical business sensearguments and refer to 'expert'opinion and future trends

• Emphasise the personal benefitsand career advantages involved inthe successful realisation of thevision

• Be clear about where you feelJennifer fits into the bigger pictureand that success depends uponJennifer's contribution

Stimulating the Environment

• Respond to Jennifer's need forstatus, authority and responsibility

• Provide Jennifer with plenty of scopefor shaping and managing an areaof the business

• Motivate Jennifer by talk ofchallenging targets and measurableresults

• Involve Jennifer in discussionswhere opinions and ideas areexchanged and challenged

• Keep very involved and reinforce theimportance of Jennifer's own resultsto the overall success of thebusiness

Treating People as Individuals

• Keep relationships on a verybusiness like basis

• Respect privacy and the fact thatpeople like Jennifer take themselvesand their work very seriously

• Bear in mind Jennifer can be bluntand direct and respects others withthe same qualities

• Allow Jennifer to contribute aviewpoint - there will always be one -and tactfully ensure that yours islistened to as well

• Ensure discussion centres onmatters that concern Jenniferdirectly as people like Jennifer arealways busy and resentunnecessary interruptions

Goal Setting

• Provide specific goals in terms of theend results required but allowJennifer freedom to make decisionsabout how they are achieved

• Be aware of Jennifer's tendency tobe autocratic and demanding ofothers - build in some specific andmeasurable targets to counteractthis if necessary

• Link goals directly to overallbusiness needs and emphasise theconnection with efficient use ofresources and self-improvement orcareer prospects

Providing Feedback

• Keep it brief, and have a clear ideaof what you want to say

• Praise Jennifer directly for apersonal contribution, a sense ofurgency and ability to progressindependently with minimal back-up

• Use tact and be sure of your factswhen giving negative feedback

• Be prepared for Jennifer to defend ifcriticised and to resist admittingmistakes

• Stick to your guns and give as goodas you get, but allow Jennifer tosave face

Developing Careers

• Jennifer's own career prospects willalways be high on the personalagenda

• Encourage Jennifer's determinationand assist in finding suitable outletsfor ambition

• Jennifer's main development areasare likely to centre on the adverseimpact that they can have on others

• Help Jennifer to recognise anylimitations and suggest ways inwhich improvement might be made.Raise Jennifer's prospects throughself-awareness, training anddevelopment


Overview of Work PreferencesIt is clear that people are likely torequire different things from theircareers. Therefore jobs that providethese elements will prove moreinteresting and satisfying to individualsand as a result motivation is likely tobe higher. Research shows that jobperformance is directly related to jobsatisfaction and thereforeorganisations would be wise to try toensure that people are able to work injobs which provide the types ofrewards which they prefer.

Conversely jobs which fail to providethe opportunities which peoplerespond to are likely to prove lessmotivating and result in lowerproductivity. This works both ways andtherefore jobs which provideinappropriate rewards for the effortsput in are likely to not only fail tomotivate but to actively demotivatepeople. For example, some people liketo have control over decision making,the ability to influence events and thefreedom to create and implement theirown ideas. The absence of theseelements is likely to not only beunrewarding but also demotivating andreduced productivity and increasedturnover are likely to result.

Therefore it is clear that time spent intrying to fit jobs to individuals (or viceversa) is time well spent. The closerthe fit, the higher the productivity.

Facet5 helps this by identifying yourcore drivers and showing whichelements of a role can motivate ordemotivate you. Using this informationyou can evaluate your current role ordesign a new one which will be moresatisfying.

The four intrinsic motivators thatunderlie career motivations are:

Power

This refers to the degree to whichpeople want to influence events andthe people around them. People inwhom this need is strong want to feelthey are in charge and beingchallenged. People at the other end ofthe scale prefer to be in a situationwhere decisions are more consultativeand colleagues know what they haveto do. The dimension ranges from"Influence" to "Acceptance"

Participation

People in whom this need is strong liketo be with people and part of thescene. They get involved quickly andenjoy participating in the events of theday. People at the other end of thescale prefer to be left alone to get onwith their job in peace and to developand contribute separately.

Process

People with a strong need in this wayplace great emphasis on doing thingsproperly. They prefer efficient systemsand processes and respect positionand experience. Where the need islow, people prefer less structure and afree-ranging approach. They seek alaissez faire style with the freedom todo what they want.

People

Where this is strong people need tofeel they are contributing to the worldat large and are helping to produce a"better" society. They need to feel thatthe work they do is of value to othersand has some intrinsic "meaning".They ask not what their share is buthow much they can share. Where theneed is low there is a greateremphasis on personal gain and rewardfor effort.

Obviously people are complex and willbe motivated by more than one need.Most will have a blend of at least twoof these "Drivers" while for somepeople the position will be much morecomplex. The following guide indicatesthe strength of each of the Drivers anddescribes the motivating anddemotivating job elements associatedwith them. Facet5 uses the Familystructure to look at the mix of Driversthat apply to each individual.


Overview of Work Preferences

This pattern of Drivers suggest that Jennifer is best suited by a role which provides the following

• Managing performance• Achieving targets• Authority within own remit• Creating and running a business• Producing measurable results

Research has shown the following job elements to be key to maintaining Jennifer’s motivation and interest

• Freedom to manage own workload• A position of respect and influence• Being materially rewarded for achievements• Being challenged• Having promotional opportunities• Doing work that requires precision and care• A chance to develop specialisation• Having the chance to act upon my beliefs and ideas

Having to spend too much time on the following elements has been shown to be demotivating for Jennifer andlikely to lead to frustration

• Having to work in an active team• Shared responsibilities and ideas• A status-free environment• Being asked to be creative• A lot of people issues and development problems• Not having my worth recognised• A loud and overly friendly environment• Unchallenging and easy work


Selecting, Managing & Developing

Understanding Selection

Understanding Managment

Understanding Development

Searchlight Review of competenceThis guide specifies where a person'sstrengths will lie and identifies keyareas for discussion at interview. Youcan structure the interview either as a"Behavioural Interview" where you arelooking for real life examples undereach of the Competencies or as a"Situational" interview where you posea hypothetical situation and ask thecandidate to outline how it would behandled. For more detail see theSearchlight Guide to Interview.

Competence can be defined as:'behavioural dimensions that affect jobperformance'. Defining the keycompetencies required for a job is thefirst step in deciding who is 'competent'to perform it well. Research over manyyears has identified the followingcompetencies to be related to successin many different managerial roles - aset of core competencies for success:

Leadership

Using appropriate methods orinterpersonal styles in guidingindividuals or groups toward theaccomplishment of goals or tasks. Thiscompetency is concerned with theability to adjust behaviours andapproaches according to the situationand individual concerned.

The Facet5 model of leadershipdifferentiates betweenTransformational and TransactionalLeadership. Transactional leadershipis about delivering the agreed results.Transformational leadership isinspiring people to go above andbeyond expectations.

Communication

The ability to express ideas succinctlyand clearly, both orally and in writing,to convince others to consider adifferent point of view and to keepappropriate people informed of projectprogress.

Clarity, persuasiveness, enthusiasmand conviction are all relevant factors.While intellect will have a majorcontribution to make, social skills,confidence, resilience to stress andchallenge are all influencing factors.Openness and willingness toco-operate are also important factors.

Interpersonal

The ability to be acceptable to internaland external clients and to respondquickly to their needs. Someonedemonstrating this competency shouldbe able to deal competently with awide variety of people, both inside andoutside the company.

The key to this is sensitivity to othersand willingness to adapt appropriately.It has very little to do with being a"nice" person and more to do withempathy, pragmatism, flexibility. Someare people oriented, others, systemsoriented, yet others concerned withultimate goals or simply innovation andvariety

Analysis and decision making

The capacity to identify problems,evaluate relevant facts, generate ideasand alternatives, and reach soundconclusions.

This is often seen as a sequentialprocess starting with experience andmoving to idea generation, analysisand finally theory building. Eachpersonality factor has a strength butpeople are rarely good at all of theseaspects. Complex problems mayrequire all approaches to be used.

Initiative and effort

The active attempt to influence eventsin order to achieve goals.

It is a question of being self-starting,rather than passive and maintaining ahigh level of effort, even when facedwith obstacles or disagreeable tasks.Somebody with this competence wouldbe persistent, hardworking, pro-active,enthusiastic, and goal-oriented. Whilstsome people respond to set goals,others determine their own targets andjudge their own performance.

Planning and organising

Establishing a course of action for selfand/or others to accomplish a specificgoal, including planning the properallocation of resources. Thiscompetency is concerned withestablishing goals, budgeting time andsetting priorities.

Self-discipline and goal-orientation areessential factors. Some people arenaturally focused and do not overlookdetails, while others are only interestedin the broad-brush approach.


Searchlight Review of competenceWill7.7

Energy2.4

Control9.2

Affection4.3

People like Jennifer are potent membersof any organisation. There is a strongsense of purpose and firm ideas of howgoals should be achieved. Jennifer istask oriented and keen to achievemeasurable results.

Leadership

You should expect:• impressive with a sense of purpose• presents objectives clearly to others• gives feedback quickly• monitors performance closely

You should watch for:• demanding but rather unsympathetic• can limit freedom and creativity

Interpersonal

You should expect:• very professional and polished• highly respected within an

organisation• appreciated for ambition and drive• aware of business needs

You should watch for:• intolerant of people who don't "fit"• argumentative when people

disagree

Initiative and Effort

You should expect:• quick to take responsibility• committed and goal-oriented• drives hard and expects others to

follow• forceful in the pursuit of goals

You should watch for:• expects people to do as they are

told• unwilling to make allowances

Communication

You should expect:• expresses views forcefully• concise in expression and plans

carefully• uses formal communication watches

well• expects people to get to the point

You should watch for:• clinical and pragmatic• sharply critical when disagreeing

Analysis and Decision Making

You should expect:• efficient and practical

decision-maker• analysis based on logic and data• quick to decide and to implement• manages risk well

You should watch for:• failing to consult• disparaging others' ideas

Planning and Organising

You should expect:• thinks ahead and builds workable

plans• delegates and gives clear

instructions• sets goals and monitors

performance• makes good use of available

resources

You should watch for:• entrenched and rigid once set on

course• sees people as "tools of the trade"


PER

FORMANC

E M

A

NAGEMENT

•


Wedonotworkalone.Eachofusmakesauniquecontributiontotheworkplacebutsuccessultimatelydependsonourabilitytointegrateeffectivelywithotherpeople,inateam.

Teamssometimescometogetherthroughcarefulplanninganddesign.Moreoftenthere’salargedegreeofserendipity,wherewehavetoworkwithwhatwe’vegot.Wedothatbyunderstandingeachother-learningtovaluestrengthsandworkaroundweaknesses.

Facet5helpsusunderstandhowbesttodothisbymakingcomparisonsbetweenindividualsworkingstyles,andcreatingabetterunderstandingandappreciationofindividualdifferences.

Facet5TeamScape offersdifferentwaysofcomparingpeople,includingOverlaysandSnapshots.

TeamScapeidentifies:

• Individual contributions–whatuniquetalentsdoeseachpersoncontribute?

• The synergies –whichpeoplehavea‘like-minded’approachtoissues?

• Potential flashpoints–

willpeople’sdifferentapproachesaffectateam’sabilitytogetthingsdone?Ifdifferencesdoarise,howcantheyberesolved?

Thisgivesapowerfulvisualimageofateam’sworkstyleandhowitgoesaboutresolvingdifferences.

Usingbothselfreportandmulti-rater(360)reviews,TeamScapeshowshowapersonseesthemselvesandhowthey

impactothers,andshowstheeffectofintroducinganewpersonintoanestablishedteam.

Facet5 Overlay’s

Theseareparticularlyusefulforcomparingandcontrastingsmallgroupsofpeople.Overlaysprovideaquick,visualsummaryofwherethesimilaritiesanddifferencesoccur.Theyareapowerfulaidtounderstandingthedynamicsofanyworkingrelationship.

Facet5 Snapshots

Theseprovideabroaderviewofsimilaritiesanddifferencesinstylesandaremosteffectivewhendealingwithlargegroupsofpeople.IndividualprofilesarerepresentedbyasinglepointontheFacet5chart.Theclustersorpatternsthatemergeofferpowerfulinsightsintothecultureandvaluesoperatingatateamorcorporatelevel.

Integration

Examples of Facet5 Teamscape being used in organsiations:

• Followingacorporatemerger,ateamof20pharmaceuticalpatentspecialistswereemployedtorationalisethedeliveryof600products.Theteamwerebrilliantanalysts,butthecorporationneededfast,accuratedecisionsnotalternatives.TeamScapeshowedthegapsandwhatneededtobedone.

• Communicationbetweenamanagingdirectorofahighprofileinvestmentbankandhiscompliancemanagerwasatanalltimelow.AnoverlayoftheirFacet5profilesshowedvastlydifferingstylesandhelpedthempinpointwheretheirdifferenceswerecausingproblems.Asaresultbothwereabletodevelopbehaviourstobettermanagetheirdifferences.

• Searchandselectionconsultantswantedtofindaneffectivewayofsummarisingandpresentingtherelativestrengthsandweaknessesofshort-listedcandidatestotheirclients.Facet5overlaysmetthisneed.

• Amajorfoodmanufacturingcompanyneededtore-engineeritssupplychainmanagement.Buttheprojectwasquicklyoverbudgetandbehindschedule.Lackofco-operationandpoorcommunicationswereidentifiedascausalfactors.Theimplementationteamof62people,includedaninternalteamchosenfortheiruniqueunderstandingofthebusiness,andexternalconsultantschosenfortheirtechnicalknowledge.TheFacet5Snapshotclearlyillustratedthemarkeddifferenceinstylesbetweenthetwoteams.Theynowknewwhycommunicationshadbrokendown.Facet5gavealanguagetodescribeinterpersonalissuesinanon-judgementalway,andpointerstoasolution.

INDUCTING A

ND

IN

TEGRATING

•

Understanding Integration


Comparing Candidates:

TheAuditionsystemallowsyoutocomparecandidatesagainsthowwelltheyfitthechosentemplate.Thiscanhelpnarrowdownyourcandidatepool,andhighlightanyissuesthatmayneedtobeaddressed.

Preparing for interview:

Onceyouhaveselectedthecandidatesthatyouwouldliketointerview,Auditionprovidesyouwithahardcopyoftheirprofilealongwithapersonalisedinterviewguide.Theinterviewguidegivesyousuggestedquestions,andareastoinvestigatefurther.

Examples of Audition being used in organisations:

• Alocalcountycouncilfoundthattheywereexperiencingproblemsretainingstaffintheirservicecallcentre.Theywereusinguptheirvaluableresourcesshiftingthroughallthepossiblecandidates,andthenfindingtheendresultsunsatisfactory.ByintroducingAudition,theyarenowabletodifferentiatebetween‘mostsuitable’and‘leastsuitable’candidatesfromthestart.Thishassavedthemvaluabletimeandresources.

• OneoftheUK'sleadingcommercialradiogroupspridesitselfonitsorganisationalcultureoflearninganddevelopment.Itisseriousabouttalentselectionandretention,andneededatoolthatcouldhelpitformaliseaseamlesstalentmanagementprocess.ThegroupfoundAuditiontobethetalent-benchmarkingtooltheywereafter.Theyarenowabletolookattheextenttowhichinternalandexternalcandidatesfitarolespecificprofile,andthenproduceappropriatetalentmanagementanddevelopmentplansbasedonthisinformation.

• AsubsidiaryofamajorEuropeancorporationcouldn'tunderstandwhyahighvolumeofnewrecruitswereunderperforming.Theywouldallreceivethesametraining,yetsomewouldthrivewhileothersfailed.Todiscoverthecauseofthistheyanalysed115Facet5profilesover8oftheirUKcentres.Theresultsshowedthattherewasahighcorrelationbetweenanemployee’sFacet5profileandtheirperformance.Thisknowledgehassincehadamajorimpactontheirrecruitmentprocess.

Selection

Attractingandselectingtherightcandidatecanbeachallenge.Ifmanagedbadly,itcancauseamajordrainonresources,nottomentionleavingyouvulnerabletolegalaction.

Facet5Auditionlookstoaddressthisbysimplifyingtheselectionprocess,andmakingittransparent.Itdoesthisbygivingyouaframeworktodefinethecorerequirementsofarole,andthentangiblylinkcandidatestoyouridealtemplate.Thesystemthengoesfurtherandcreatesadetailedinterviewguideshowingexactlywhichareastoprobe,whatquestionstoaskandwhattolookforintheanswers.

TherearethreemainareasFacet5Audition:

Defining roles:

Roletemplatescanbecreatedthroughappliedvalidationstudiesoradetailedanalysisoftherequiredrole.Anynumberofrolescanbedefinedforyourorganisation.Youalsohaveaccesstomanypre-validatedtemplatesfromourlibrary.

DEF

INING ROLES • D

EFINING ROLES

•

Understanding Recruitment


understanding facet5

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