Framework to gauge the value of a new hire

Dhaka,  Sun,  25 June 2017
Published : 19 Apr 2017, 22:31:32
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Framework to gauge the value of a new hire

Framework to gauge the value of a new hire
Jawaad Bin Hamid
You have hired someone, and a few months have passed. Now, you want to evaluate how well this person is doing in your organisation. Of course, you can have a look at how well the work is getting done. And at the same time, you need to be able to say how well the individual fits into the team he or she works with, and how well you can fit that person into your long-term leadership plans. And to put all of this into perspective, this writer intends to propose a framework for human resource professionals to help them improve the talent decisions.

High learning agility: People with strong learning agility can rapidly study, analyse and understand new situations and new business problems. This is coupled with a willingness to familiarise oneself to unfamiliar concepts.

No/low learning agility: People with little learning agility do not possess any affinity for going outside their comfort zones and have difficulty in relating to new concepts. They are not usually open to embracing new and different experiences.

Positive attitude: People who possess positive attitudes know how to leverage relationships to accomplish tasks better and others want to form teams with them. They want to help and are always likely to accept requests from others.

Negative attitude: People with a poor attitude are those who bring negativity to their working environments. Prone to creating drama in their lives, these individuals are manipulative and controlling and they tend to be very openly critical of others.

The race horse- high learning agility + positive attitude: These are the future (possibly current as well) stars of the team. They will pick up new concepts or ways of working quickly and easily. With their positive attitude, they are usually beloved givers to others of similar friendly natures. With their agile natures, they are able to leverage their understanding of emotions of their team members to nudge everyone in the right direction. They will be your go-to-guys for landing a new initiative as they are usually the first to say yes. The best of the lot can even show you how to experiment, without hurting results, if given the space.

The donkey runner- no/low learning agility + positive attitude: They  give tirelessly for the team despite being aware of their personal limits. They would have had to put in extra efforts to learn their jobs, and once they have, you can depend on them for solid performance, year after year. You can differentiate them from others because of their always-there mentality. They can be overlooked or taken for granted because managers tend to reward flair over consistency. These are your people who keep the engine running and one can build teams around them.

The caged tiger- high learning agility + negative attitude: You can easily identify the caged tiger by the behaviour they demonstrate. Every time something goes wrong they will either blame someone else and never take ownership. These individuals are sharp enough to know the rules of the office game and is more focused on managing up than managing relationships with their team members. You can spot a caged tiger by a simple pulse check of who you think highly of. Although they can show flashes of brilliance once in a while, your other team members do not want to work with them. With caged tigers, it might be difficult to exactly identify what causes their behaviour, but they quickly bring a team's morale down. These individuals only get involved when they see a benefit for themselves, and can be fearless manipulators if their actions go unchecked.

The selfish cat- no/low learning agility + negative attitude: If you ever had a hapless team member who does not understand what is wrong with them or why no one wants them in team work - you can relate to it. These are your selfish cats. The lack of emotional intelligence coupled with low learning agility on their part means that they can be difficult to relate to and would be quite a battle to help them improve. You can also identify them by how they usually take decisions to solely safeguard their own power, and how extremely change-resistant they can be. They are also masters of the blame game and you can expect them to be the last to bring new ideas to the plate.

At the end of the day, the best managers know that it is always about putting together the best teams with positive people because the magic happens where individuals feel psychologically safe with each other. This framework may help recruiters and human resource managers to put together individuals who complement each other, and reward teams, not just individuals. This framework can be extended further by applying it to an organisation's existing teams and not just new hires.

The writer is currently working on

building the best talent acquisition team ever at British American Tobacco, jawaad_hamid@yahoo.com
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