A useful tool for getting the best out of people
Profiling can identify the right person for a particular role, and explain someone’s preferred way of working. It does not give a ‘person specification’ in the same way that a manufacturer describes the technical details of a smartphone, laptop or refrigerator. We are not stereotyping, the object of the exercise is to understand the different worldviews that co-exist in a workplace and use this information to best advantage.
Profiling is not a substitute for engaging fully with a member of staff, listening carefully and having a meaningful dialogue about whatever problems there are and how they can be tackled.
We use the Clifton StrengthsFinder Profile [SFP] designed and validated by Gallup and taken by several millions of people, worldwide.
Features of the Clifton SFP – what it does
This test looks at 4 separate areas of individual performance that are relevant in the workplace. It shows how a person tackles day to day problems and their preferred spheres of activity ie where they have a natural ability – what they will be good at and therefore where and how you should be using them.
It shows core beliefs and values.
Thus it is a useful guide to a person’s talents and potential areas of weakness but it is not a way of labelling someone. Given opportunity, training and coaching support, most individuals can develop new skills and capabilities. This adaptability and ability to learn is part of what makes the human race unique.
The 4 functional areas are shown below
The test shows each person’s ‘top 5’ talent attributes [out of 34]. As indicated above, this ranking process does not mean that a person does not have a full range of capabilities, just where their preferences currently lie.
We set up our ways of working and of looking at the world in our teens and these remain fairly constant unless we have to reprioritise because of a major change in our role or in response to significant learning experience. So, although these categories are fairly constant, they are not unchangeable.
Someone with talents in this area will tend to plan, think strategically and work well in ‘knowledge areas’. So for example they may be good at research or analysis, learning new information and risk management.
Someone with talents in this area tends to be a self starter, to get things done ie be task and results orientated.
Someone with talents in this area will be persuasive, with skills in written or verbal communication. They may seek out roles in areas where they can use this talent eg Sales, Marketing, PR, Broadcasting and Politics.
Someone with talents in this area is ‘people person’ good at working with people in a whole range of possible roles.
What about leadership skill?
None of these four is a specific ‘leadership’ or ‘success’ category, indeed leaders come with a wide variety of profiles and achieve success by differing routes.
How can you use the results of the test?
The SFP is helpful in ensuring that someone’s job description matches their natural abilities; helps in hiring [do you want someone like the rest of the team or to bring in new capabilities?] helps with ‘difficult’ people and explains what might be perceived as people’s weirdness [they just have a different worldview or way of doing things].