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Phoenix SCORE blogs on getting good employees

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Andy Banks of Banks Sales, LLC (www.banks-sales.com) in the Moon Valley Corporate Center in Phoenix wrote in a recent SCORE newsletter that all businesses should consider three questions when selecting job candidates: Can they do the job mentally? ; Do they have the behaviors needed to do the job? And will they want to do the job?

Can they do the job mentally?

Make sure candidates for jobs have the skills set to be successful and become a good fit for the position, writes Banks. “An example is all of your final candidates may be able to write, but they need the strongest skills if your job involves a great deal of copy editing or if the employee will be writing technical manuals or directions,” he writes. A careful assessment of all candidates to determine abilities must be done so that someone who does not have desired job requirements is hired. This could result in someone becoming easily stressed because they are not qualified or becomes easily bored because they don’t feel challenged.

Do they have the behaviors needed to do the job?

Banks says employers should match position behavioral traits for a job with a detailed job description with well-defined expectations. You may even hold up a current employee as a good example for comparison. Look at these behaviors in hiring and keeping a good employee:

· Energy level: look at multi-tasking as opposed to a methodical approach.

· Assertiveness: do they follow the leader or take charge.

· Sociability: can they work alone or do they require interaction.

· Manageability: are they okay with authority or do they want individual freedom.

· Attitude: are they trusting or skeptical.

· Decisiveness: do they make decisions quickly or do they need lots of analysis before deciding.

· Accommodating: they don’t mind disagreements or they seek harmony and consensus.

· Independence: show a need for adventure or need support and structure.

· Objective judgment: can think intuitively or show unemotional logic.

Banks points out matching an individual to a job where their dominant traits are wanted and needed and rewarded means an engaged, happy and successful employee.

Will they want to do the job?

Banks says when hiring find out what the potential employee’s outside interests are. “Take these personal interests into account in regard to the position being filled,” he writes. “Although not as important as cognitive ability and behavioral match, if the job aligns with the applicant’s primary interests chances are the person will find greater satisfaction in the job and success of the company

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