Kinaxis Chooses Sales Reps with Personality
Dolan began the recruitment process by receiving over 100 resumes from applicants. He then went through these letters and compared their qualifications against the job description. This process reduced the group to 20, which required further trimming because there were only four vacancies. This number was cut by half after he engaged the candidates in an interview. The next stage involved the use of a personality test to determine the applicants that had the right personality suited for this job. The final stage involved a test that required the candidates to name four major accounts that Dolan had signed in the past two years. The methods were applied in the right way but not in the best order. Sales jobs require people with a certain personality, which might not be covered in the resume. This implies that it would have been important if a personality test was applied earlier in the process. This would have increased the probability of getting better candidates. The procedure was right because the company still got four candidates as required though one was laid off after she failed to perform to the expectations of the employer.
There are a few changes that would have improved this process. The first change would have been subjecting all the applicants to a personality test earlier in the selection process. This would have created an opportunity to short list candidates who may not have had the right job descriptions requirements but they had the right personality (James 104). Consequently, there would have been a pool of candidates with the right personality to choose from. In addition, there would have been a chance of identifying those who were likely to excel in this job based on their personality. It is possible to coach those who do not have a background in sales. The final change that was necessary was to ask the question on the number of accounts signed in the past two years earlier. This strategy is important to ensure that those who have the right traits are not eliminated earlier before they have a chance to be scrutinized properly (Anthony 114).
The personality test was designed to determine the character of a person and based on the results determine whether they are the right candidates for a given post. The advantages of this test include that it helps an employer learn about the personality of the people that will work for the company. Consequently, the test reveals important traits that would have taken longer for the manager to learn. In addition, the test helps the management save time and money by hiring people with the right personality. It is costly to hire people and then sack them later when the management realizes it has the wrong people. Laying these people off will involve a severance package and more cost will be spent hiring new employees (Lynn 267). Furthermore, hiring people with the right personality contributes to the growth of a company because people who are manageable, easy to work with, diligent and self-motivated are hired to work.
The main disadvantage of this test is that it can be doctored. An applicant who is conversant with these tests can affect the results by providing the expected answers, which will not reveal their personality. This makes these tests unreliable sometimes due to this weakness, which can jeopardize the outcome of the hiring process. In addition, this test cannot reveal the true personality of the applicant that best suits a job vacancy. This leaves the management with the task of identifying who has the personality and the skills required to succeed in a given post (Lynn 266).
Dolan employed a process that involved scrutinizing the applicants to reveal the personality of the short listed applicants and their knowledge about the company. The first stage involved selecting only candidates who had the right qualifications. This was important to ensure all applicants fulfilled the requisite education and experience conditions that were deemed necessary for any sales person to excel. Therefore, this stage involved selection of applicants based on the job description. The other stages of the selection process revolved around the personality of the individual. This process was imperative in this process because sales jobs are dependent on the personality of the individual. The interview allowed Dolan to interact with the applicants and determine who he thought possessed what it takes to excel in the job. An interview creates an opportunity for the employer to question and scrutinize the potential employees who will work for them. This was an opportunity that Dolan used to eliminate 10 applicants during the first interview and also reduce the number to 4 after the number had reduced to 8. This was a crucial stage during the whole process because it is clear the other selection tools applied were unable to reduce the number to the required number of 4.
Future selection processes should employ the personality test early in the recruitment process. This would allow make it possible to select applicants who may not have the right education and experience but have the personality that is required in the job. These people can be trained providing them with the requisite characteristics that sales people rely on in their jobs.
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Mcfarland, Lynn A. “Warning against faking on a personality test: Effects on applicant reactions and personality test scores.” International Journal of Selection and Assessment 11.4 (2003): 265-276.Web. 17 Nov. 2014.