A few weeks ago, during a busy workday, I spent five minutes completing an online survey designed to produce a profile of my communication strengths and style.
Less than 48 hours later, Gary Agnew of Canadian Career Partners handed me a slick booklet containing my computer-generated profile.
As I read through it, I nodded in agreement. At one point I laughed out loud. Who had been following me for the past 48 hours?
I’d taken the test – designed by The Forté Institute – because a respected friend had pithily described the results as “freaky,” as in freakily accurate. For her, the profile had identified and reaffirmed the cause of some stressful issues affecting her recently while switching jobs.
 |
| Mike Dempster photo, Business Edge |
| Gary Agnew says computer-generated profile improves success with new hires. |
To be profiled, I went online and within minutes completed a questionnaire that asked me to respond to a series of descriptive words: was I a very hospitable person? mildly hospitable? not hospitable? and so on.
How it determined my own personal work characteristics and feelings is beyond me – suffice it to say that the scientific, mathematically based model apparently works. (Agnew explains that in Canada, program users give the profiles an accuracy rating of 90 per cent and higher.)
My wife (the computer genius in our house) chortled with recognition when she read in the profile that I prefer to rely on others for technical support and would rather spend time concentrating on people. Again, how did a program read me so well?
The profile was fun to read. But its purpose became clearer when Agnew discussed its importance in the workplace.
The assessment is a tool for people to better understand their own communication style, to realize how they’re handling work at a certain time and how they are perceived by others. In theory, it allows complete opposites, or people who hear messages differently, to better understand each other.
“We use it for new hires in our company,” says Agnew. “And we use it with the new hire’s supervisor . . . so they can talk about how they can (best) communicate with each other.
“We can improve on the success rate by 30 to 50 per cent on those new hires just because they enhance their communication. They understand each other’s styles. And that reduces the lead time to getting them to a level where they are productive in the organization.”
The Forté assessment – and I realize there are other good programs on the market – was designed in 1978. Canadian Career Partners acquired the Canadian rights in 1997.
I’ve taken other assessments with mixed results, but never one that was online. As a first-time user, I liked a number of components. First, it generates a primary profile, the genetic, cradle-to-grave profile that identifies each of our natural interpersonal communication style/strengths. The program also describes what motivates and demotivates an individual, and interestingly rates a person’s stamina.
Many organizations make the mistake of looking at somebody who has low energy and labelling them as lazy or disinterested, says Agnew.
“It’s not the case. They may be working to their capacity, and can’t do any more. Those are the people who will work an eight-hour day and go home and flop on the couch.”
The profile can identify an employee who is terribly miscast in the organization. For example, Agnew knows a worker who lacked many people skills and was in danger of being fired. The profile, however, showed this person had a flair for detail. When the employee was moved to a new department, she thrived.
“In that case, we might have lost a great asset, because we didn’t have a clear idea (of who she was).”
While many people do have a good notion of their own strengths, the profile affirms and identifies areas for improvement. In fact, it does offer strategies to effectively communicate, and users can retake the test every 30 days to see if they are managing better.
In my case, the profile hit the nail squarely on the head. My strength is extroversion. I’m outgoing, like to be with people and enjoy communication. However, I’m also comfortable working on my own. As a freelance writer I work well in small team environments and in the seclusion of my basement office.
“You don’t have extreme behaviours and are quite flexible,” Agnew tells me. “As an entrepreneur, that’s very good.”
The profile explains that I have above-average stamina, but when I do get tired, I can make mistakes – especially around details. That’s something to be aware of, because Agnew says many people don’t recognize that in themselves.
The profile also identifies how people make decisions. I’m proficient at gathering facts, but I also rely on emotion and intuition.
Because I enjoy teamwork and consultation, Agnew says I should think carefully about ever working for someone who is autocratic, because I likely wouldn’t be motivated. At the same time, an employer looking at my profile could determine that I wouldn’t be a good fit either.
The profile also showed that while I can be aggressive in my approach (natural for a journalist), I seldom stray far from my primary profile. Even when chasing down people for interviews on deadline, I remain comfortable, friendly and articulate.
It was good feedback. And worth its weight in gold when an employer – or any worker – wants a deeper insight into what makes people tick best in the work environment.
Web watch:
