Talent

Hire For Characteristics, Not Experience

July 18, 2007

Employees who excel succeed on their own terms.

"Leadership is great, if you are a born leader," says Herb Greenberg, CEO of Caliper. "But it's not always the key to success."

As he discovered while doing research for his book " Succeed On Your Own Terms," success is a byproduct of loving what you do and doing it your own way.

Looking specifically at what makes women successful leaders, Greenberg points out that women are good at these areas:

Assertiveness
Persuasiveness
Willingness to take risks
Sense of urgency
Less trapped by rules
Empathy

Women do have a disadvantage is that they are a little more thin-skinned then their male counterparts says Greenberg. However if a woman is assertive and persuasive she can turn the rejection she might feel into action. An example Greenberg sites in the book is that of Susan Rice, CEO of Lloyds TSB Scotland. Early in her career male colleagues would get credit for her ideas. Not anymore, she speaks up for herself and has strengthened her voice.

Mentoring is also critical to ensuring that women, and all employees, are successful in their jobs. "I recommend that every company invest in a mentoring program, and the mentor needs to be a colleague and not the boss," explains Greenberg. A mentor can help an employee pinpoint areas of strength and build careers on those qualities. It will also encourage loyalty says Greenberg.

See more on women in manufacturing, including additional articles and educational resources.

Flexible working conditions are often a key factor as to how women judge their jobs. Women still tend to hold the majority of the family responsibilities and companies that can take into account these outside roles will be better able to retain their female employees, explains Greenberg.

But the most important aspect of any employee's success, male or female, is their ability to use their own unique talents. "Don't rely on past experience as a way to predict success. Find out what talents and attitudes people have. Test them. Interview them," says Greenberg.

"Everyone has key strengths and key limitations. The real winners in this world are those individuals who know their strengths and are able to create situations that play to their unique abilities -- where their limitations are of little consequence. These are people who are not just succeeding, they are succeeding on their own terms," says Greenberg.

Greenberg extends this philosophy to the labels placed on younger employees. "Forget Gen X and Gen Y, these are individual people with their own set of unique talents. Find out how they can apply these talents to your company. Encourage their creativity. Don't try and fit them into a job description."

In his research he, along with Patrick Sweeney, executive vice president of Caliper, identified nineteen characteristics of successful people.

They are:

Perseverance
Goal-Oriented
Self-Awareness
Resilience
Willingness to Take a Risk
Thriving on Pressure
Optimism
Empathy
Competitiveness
Patience
Persuasiveness
Confidence
Passion
Integrity
Trust
Having Fun
Being Open
Creativity
Courage

Greenberg offers this advice to employers looking to move their companies forward, "Don't concentrate on what promising job candidates have done. Look for what they have learned from what they've done. The most important thing to look for is potential."

For more information visit http://www.caliperonline.com/index-employee.shtml

About the Author

Adrienne Selko | Senior Editor

Focus: Workforce, Talent

Follow Me on Twitter: @ASelkoIW

Bio: Adrienne Selko has written about many topics over the 17 years she has been with the publication and currently focuses on workforce development strategies. Previously Adrienne was in corporate communications at a medical manufacturing company as well as a large regional bank. She is the author of Do I Have to Wear Garlic Around My Neck? which made the Cleveland Plain Dealer's best sellers list. She is also a senior editor at Material Handling & Logistics and EHS Today.

Editorial mission statement: Manufacturing is the enviable position of creating products, processes and policies that solve the world’s problems. When the industry stepped up to manufacture what was necessary to combat the pandemic, it revealed its true nature. My goal is to showcase the sector’s ability to address a broad range of workforce issues including technology, training, diversity & inclusion, with a goal of enticing future generations to join this amazing sector.

Why I find manufacturing interesting: On my first day working for a company that made medical equipment such as MRIs, I toured the plant floor. On every wall was a photo of a person, mostly children. I asked my supervisor why this was the case and he said that the work we do at this company has saved these people’s lives. “We never forget how important our work is and everyone’s contribution to that.” From that moment on I was hooked on manufacturing.

I have talked with many people in this field who have transformed their own career development to assist others. For example, companies are hiring those with disabilities, those previously incarcerated and other talent pools that have been underutilized. I have talked with leaders who have brought out the best in their workforce, as well as employees doing their best work while doing good for the world.