Month: April 2021

In the real world, I would be looking for someone who is good at “crunch time” and can be counted on to be consistent. However, I would hire Avery since my greater need would be for someone with maximal performance. My business would need the person I hired to have a considerable capacity to learn new skills rapidly and complete complex tasks very quickly at the end of each development cycle. The job has self-motivating factors built into it, but as a team member, Avery would need to contribute continually and show skill in a sprint.

It would be better to hire Avery for a job that required high ability or potential and short, sustained burst of exemplary work would be a key determinant to success. Avery would fit with some development teams where there is a “Sprint” at the end of a cycle. The cycle requires intellect and ability, but there is lot of talking and thinking about tight code and programming problems to solve to build up to the “Sprint” for delivery. With a low performance ceiling, Jamie could not be able to perform complex algorithms no matter how much hard work and time was devoted to trying to the job. Avery would be more valuable because the ability needed to do well is innate.

Jamie would be well-suited for a job where “typical performance” or the best effort is put forth every day. A job that Jamie may excel in could be customer service. Hard work and a positive attitude can have as much pay back as potential in the right position. There are many jobs were the “The Tortoise” in Aesop’s fable “The Tortoise and the Hare” is going to be highly successful. Stick-with-it-ness, working hard, and never giving up would be traits I would want in my salespeople or any number of jobs where high potential is great, but getting the work done day in and day out wins the prize.

My brand in about collaboration, cooperation, and being collegial. I call those my three “Cs,” and I make certain that I stand by all three in how I work with others to create outcomes or products, in how I ensure my work with others is balanced and a combination of efforts, and in how I make sure that everyone is respected and has autonomy and authority over themselves.

Potential employers are going to be presented with someone who is positive, open, and confident. I have a “can do it” attitude that employers will note from their observations of my demeanor and the way that I great them and genuinely answer their questions. My strength is a combination of dedication, respect, and patience. There is not one word for it, but it is who I am. My greatest weakness is that I have no patience when projects run beyond deadlines (ruling out Mother Nature and technology).

I think one of the most unique things about me is that I can shift from the creative to logical/analytical easily which makes me a superior problem solver. The payoff in my work is that I will find more than one solution to present to other in solving issues which gives people options in providing needed resources.

Hire me:

I am ambidextrous and that means I do can use my left hand and right hand equally in all I do, but what that also mean is that I can access and apply information rapidly from both sides of my brain. If you require someone who can solve complex or simple problems efficiently and effectively, look no further. With my experience, education, and work background, hiring me will be like paying one person for the work of two people.

I must admit, when I applied for my last job, I knew nothing about the organization or the type of work that I was going to perform for several years, so the job description played almost no part in why I applied for the position. I just knew I would be doing something very different from anything I had done before—and the recruiter told me that I was a great fit for the job. At the time, it was also hard to research the job because of the tight security involving large-scale assessments. Additionally, only two organizations were part of a massive contract overseen by a gigantic consortium of states. The two organizations kept a “tight lid” on all their “proprietary” knowledge, skills, and abilities concerning the actual job I would be doing. It is a bit embarrassing now; I just blindly jumped into a job without any solid information about the job or the organization’s expectations of the position.

The actual job description included some the following language: Review of items for large-scale assessments; evaluation of passages for use in large-scale assessments; interpretation of blueprints, and the construction of operational and field tests across multiple contracts. I did not even know what most the description meant in context to my experience, training, and education. As I learned the job, I found that a small part of what the job description outlined was a small part of what I did on a daily basis. The job description was about a 20% match to the work I performed.

I do not think the organization completed a job analysis as outlined in this week’s mini lectures. Not only was the job description vague, the details of what the job entailed seemed to change constantly as the contract grew, so we were always in a state or “training up.” This was not an enjoyable job, but I was promoted to a new position in the organization very quickly.

Organizations that allot more money, time, and people to marketing and product design mistakenly think that just the product(s) and how it/they are marketed increase customer interaction, revenues, and profits. These organization taut that they are customer centric. In attempting to thwart competitors in the market, organizations become myopic and place the company’s products before its people. These companies build attempt to build their business through brand identityto drive conversion rates that will eventually deliver a high/improved ROI.

The “human side,” or what business owners and executives consider the “soft side” of business, is harder to quantify. They may believe that syphoning off resources to build less tangible outcomes is a waste.  Managers who do not invest in their people tend to believe that putting more effort, money, and time into people for “improved morale” has little payoff. As explained in the lecture, organizations that do not invest in people, increase “. . . costs due to lost business, costly employee mistakes, and employee disengagement.”

The strengths in not prioritizing recruitment and selection allows an organization to spend more time and money on building the business through time spent on research, analytics and metrics, and technology. Increasing efforts to improve products by understanding the market and its constituents supplies the data to make more business improvements. Investing in new technologies with new CRMs can give more insight to client’s buying behaviors.

The potential weaknesses in companies not prioritizing recruitment and selection can result in a weak business and a loss of customers and revenue. Poor employees (those who were not adequately vetted or not appropriately educated or trained) can cause an organization to lose money and clients. If constant rework is needed to fix issues caused by “weak” hires, the organization is doubling expenses through time and effort.