I’ve been skeptical of personality assessments always. After taking the DISC twice—once obtaining a D/C and much more obtaining a high recently, even I/D&mdash nearly; I came across that both total results matched my personality on some levels and conflicted on others. That’s where my skepticism can be found in. There’s truth in assessments to varying degrees.
Whether or not you’re looking at assessments for personal insight or even to use as an instrument for hiring, it’s vital that you find the appropriate one for you personally. Recently, A bit was compiled by me for REALTOR® Magazine on, which examines the idea of emotional intelligence and how it pertains to dealing with clients. I interviewed experts in the field who offered actionable strategies for phoning your EQ and putting it on to your task in property. This article is split into three parts, and within the last section—that is directed at broker-owners or hiring managers—I dive into how exactly to recruit high-EQ candidates.
As section of my research, I took Keller Williams Realty’s Keller Personality Assessment (KPA), that i found to function as most enlightening and accurate assessment I’ve experienced up to now. It encapsulated so many idiosyncrasies of my personality that it had been astonishing. But I shouldn’t be surprised since their business model is focused on building teams that work very well together. What better solution to get yourself a window right into a person’s true self than by asking them to take an assessment to understand how they’ll participate in your group? The main element word for the reason that relevant question is “window.”
Whether you’re using DISC, a brokerage tool like KW’s KPA, or another test, like the Caliper Profile, consider it as one little bit of the puzzle (e.g. don’t put all of your eggs in a single basket). You have to make certain you&rsquo still;re recruiting the proper person or creating a good hire. Here are a few takeaways after taking the KPA:
Know what you’re assessing. Hiring someone because you &ldquo like them or you;click” isn’t advisable always. Think about the skillset the work requires before administering the assessment really. Know very well what you’re searching for and also have a checklist. Make certain you’re judging candidates not merely on the strengths but how those strengths might serve as either pros or cons in a particular position.
Understand an assessment may not tell the complete story.some candidates can overthink their responses when taking an assessment , which might affect accuracy. That’s why it’s vital to ask follow-up questions regarding the total outcomes of any tests you administer. Ask the candidate how they experience the outcomes and how accurate they think they’re. Require examples regarding candidates’ assessed strengths as they’ve played out in on-the-job or real-life.
Don’t put people in a box. I hate using that box cliché, but it’s true. Many assessments cement an individual as you way or another, failing woefully to consider how one trait may inform other characteristics. For example, my high responsiveness, spontaneity, and logical problem-solving skills, in conjunction with my desire to have independence, means I work in environments which are busy best, active, and present me a variety of responsibilities to control. But considering all of those traits independently, you might not draw that conclusion.
In-person interviews best are. It’s easier to learn someone’s comfort and ease once you see their body gestures. You can provide them with insight into your organization culture also. And in accordance with Karina Loken, president of The Loken Group with Keller Williams Luxury International in Houston, in case a candidate feels your workplace is an excellent fit for them, it’s best for your company always.