OPERATIONALIZING SIMA and PATTERNS OF GIFTEDNESS
- make demonstrated competence the norm
- transform selection decisions to reliable predictions
- enable promotions which match candidates to the new position
- define jobs in terms of requisite strengths
- fashion recruiting material around well-defined giftedness
- require candidates, internal or external, to self-screen
- build teams of complementary motivations and competencies
- anticipate key employees running out of motivational gas
- redistribute work periodically to match available strengths
- position giftedness to meet emerging needs
- micro-manage areas of unavoidable job-mismatch
- encourage sharing of information and mutual reliance on strengths
- promote the importance of job-fit to management and the employee
- establish a culture of stewardship and make it live
- don't ignore mismatch issues; track and confront poor performance
- give developmental assignments which stretch but match
- assure complementarity in the staff of every operating executive
- check the affect on subordinates of a proposed different boss
- look to giftedness of those involved when sorting out conflict
- counsel employees on the career implications of their strengths
- provide matching options to plateaued, dispirited employees
- identify early in careers likely track of growth or movement
- provide a system of job openings for employees to access on the internet
- seek a flexible workforce by seperating giftedness from job labels
* A reminder. The only resource available for any organization to accomplish something of significance is through employees who are gifted at the tasks involved and motivated to achieve the results desired.
[CAN YOU EVEN IMAGINE THE INCREASES IN PRODUCTIVITY, PROFITABILITY, QUALITY, SHAREHOLDER DELIGHT, AND EMPLOYEE SATISFACTION AS INCREASING NUMBERS OF YOUR MANAGEMENT AND WORKERS ARE LOCATED IN JOBS MATCHING THEIR GIFTEDNESS?]
Copyright 2007 Arthur F. Miller
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