By Kate Pierson
We’re all familiar with the expression, ‘a leopard never changes its spots.’ It’s a saying based on the understanding that we are what we are.
And while this may seem like somewhat of a philosophical revelation, fact is, the premise for this conviction lies in empirical truth.
Within the fields of science and sociology (more commonly known as the study of human behaviour), long-term child development studies have explored the evolution of personality. As a lifetime companion and constant to the human condition, our personality is an inherent characteristic.
It might not be something we can see or touch, but it is present in every person, everyday, in everything they do. A product of the genetic, environmental and social influences we are exposed to, personality is comprised of behavioral, temperamental, emotional and mental attributes.
And while our physical form is subject to significant aesthetic changes throughout our lifetime, many sociologists and scientists recognise Sigmund Freud’s psychodynamic theory that our core personality is formed in infancy and remains with us as we move into adolescence.
Director of AssessSystems, an Auckland based consultancy of organisational psychologists, Rob McKay, specialises in employee assessment for selection, development and performance management. McKay says that in order to build an organisation of people with the ‘right stuff,’ employers need to acknowledge and understand that personality is indeed paramount.
You are what you are
It’s a hard professional pill to swallow when employers recognise they’ve introduced a problem personality into their organisation, but it’s a revelation that calls for accountability. Because while McKay says the instinctive reaction for many employers is to train their way out of a bad hire, fact is, “You can’t push a square peg into a round hole — it just won’t work”.
As a manifestation of personality, behaviour within the workplace is one’s physical or emotional reaction to procedures, problems, people and pace of environment. In some instances, behaviour that is circumstantially induced can be modified or adapted with constructive intervention, or self- monitoring and discipline.
But in situations where the wrong person has been hired for the job, attempts to change innate behaviour aligned with personality, seldom work and if they do temporarily, the personality will inevitably prevail and the employee’s attempts to complete tasks which are not within their personal and professional range, will result in exhaustion, frustration and in some cases, aggression. In short, “you can’t make a silk purse out of a sows ear,” McKay says.
“Think of workplace behaviour as the design of the car — what it looks like. Not all cars are a dead giveaway to what’s under the bonnet. Many managers base hiring and succession planning decisions on the look of the car, that is, observed behaviour. Take away style and presentation and you get the essence of the person — his or her personality.”
Knowing what you’ve got
Knowing what you’ve got when you’ve got it, is a life lesson that’s best learned fast and fundamentally, particularly in the professional arena. McKay says that while businesses develop more effect methodologies for recruitment, they also need to be more forthcoming to good performers.
“Managers are very good at pulling people up, but not at positive reinforcement. Nine times out of ten, human resource managers are concentrating on the poor performers. What happens then is that the good performer feels undervalued and uncared for and is open to being snatched by the competition.”
Ultimately, being an employer is a game of two parts, which starts with the selection of the most suitable personality for your organisation. While many employers tend to focus on the fruits of the tree when recruiting, i.e, the employee’s knowledge, skills and experience, McKay says they neglect to evaluate what really counts — the roots of the tree — the candidate’s personality.
“When looking to build an organisation of people with the ‘right stuff’, think personality. Volumes of empirical research prove this is the best approach.
“It goes without saying that assessments undertaken when recruiting is not about knocking people out of the game — it is for the betterment of both parties — the employee and the employer. Ultimately, there is a job for everyone, it’s just about the right fit.”
Like it or not, personalities cannot be changed, but how you are recruiting, can be. Personality tests based on five factor models can help managers determine who a person is and whether their personality will complement existing employees.
For more information on personalities, behaviour and for suggestions on effective personality tests and recruiting practices, visit www.assess.co.nz
