The Power of Job Match by Mark Cunningham

The Power of Job Match by Mark Cunningham

 Studies show that employees who match their jobs are 2.5 times more productive on the job. “Job Fit” improves job satisfaction and engagement, resulting in increased productivity. Harvard Business Review followed 360 000 people over a 20 year period that showed job match was a key ingredient in retaining people.

Job Match” is influenced in terms of an individuals abilities (thinking Style), occupational interests and personality traits. Commonly accepted factors such as education, job training and experience are, according to the study, secondary to the job matching approach which more accurately predicts job success.

We are all “DUC’s”

Professor Alfonso Lopez, while at Texas University would use the acronym DUC‘s to describe people. He would say that we are all Different, Unique and Complex. Because of these differences we have likes and dislikes. We have different intellectual and physical capacities. Our Emotional Intelligence and circumstances are different. “You cannot send a Duck to Eagle School” is a book written by Mac Anderson and a good reminder that those looking to upgrade their talent need to hire smart and train effectively.

It has been said that you cannot manage anything that you do not measure. For example, if I want to manage my health, there are certain things that I need to measure. My weight, body fat content, blood pressure, blood sugar, cholesterol levels are but a few things that are very important. The same applies to people. If you want to manage people, you have to measure them. When last did you measure your people from a hiring and development perspective?

Replicating Top Performers

It is easy to recognise top performers when you review their numbers and see them performing in the workplace. The challenge is understanding the differences between them and the average and below average performers. Why are they successful and how can we ensure that future candidates share these success factors?

Steps to identifying and assessing top performers.

  1. Look at the sales performance, customer satisfaction surveys, quality metrics, output volume and other KPI’s (Key Performance Indicators) to identify your top performers.
  2. Use a reliable and valid assessment such as the ProfilesXT to determine their thinking style, behavioural / personality traits and their occupational preferences.
  3. Create a high performance model as a benchmark.
  4. Evaluate candidates relative to this high performance model for maximum engagement and productivity in the job.
  5. Remember to look at Skills fit and Company fit when making your final decision.

Hiring and Selection Summary

It is recommended that when making people decisions in an organisation we look at 3 areas that influence the suitability of a candidate.

  1. Past – SKILLS FIT -Does the individual have the necessary technical skills to do the job?
  2. Present – COMPANY OR ORGANISATIONAL FIT -Does the individual fit into the culture within the organisation and does he have the right values.
  3. Future – JOB FIT – Does the individual have the right cognitive ability, behavioural traits and occupational interests?

Using employee assessments in your hiring and selection process will give you a competitive edge while increasing success and consistency in hiring talented employees. “Job Matching” people with the work they do, creates a solid workforce that has the right people in the right positions.

 By Mark Cunningham

Introvert, Extrovert … Personality affects your work behaviour by Chrystal Austin

In dealing with various clients and giving feedback to assessment participants over the years, one comment has been made time after time “…but I am different at home than I am at work and it also depends on the situation.”

Our personality can affect and influence all aspects of our performance and how we react to different situations in life, but specifically on the job, where we generally spend most of our waking hours, interacting with other people and their personality styles.

It has been understood and implied for many decades, that different personalities are better suited to certain jobs and therefore it is important that we pair our people with the jobs or work that best suit their personality types. This can be achieved through a tool like a job-fit assessment.

 Interactive, outgoing type or Introverted

People who are outgoing often perform better in work positions where they have opportunities to interact with others.  They enjoy connecting with other people, often providing friendly and helpful service, motivating, inspiring and creating a happy environment which boosts the morale and attitudes of others.

However, place these extroverts in a position where they are required to work behind closed doors, isolated from others, with minimal or no interaction, to observe a decline in their productivity levels.  Chances are, they may slowly “wither” in their performance or they might seek for ways or opportunities to interact with people, potentially distracting them from their required work duties.

On the other hand, an introverted individual may flourish under the same circumstances in a position that doesn’t require them to interact with other staff members, clients or suppliers.  They do not have an express need to be around, or with people and tend to enjoy their own company without feeling isolated.

I have recently seen a trend in many larger organisations, to open-plan offices in an attempt to centralise their staff functions into one “easy-to-find” and controlled space or to create room for the organisation’s growth.

Unfortunately, many organisations fail consider the impact this may have on the productivity of employees, simply because they have not taken the time or steps through the use of a reliable personality assessment like Everything DiSC® to determine if these individuals are introverted or extroverted. You may be setting some individuals up for failure without any intention.  Extroverts may experience the buzz and hype of the “hive” while your introverts may feel frustrated by the “buzzing” of people around them constantly.

Keep them Motivated

Figuring out what motivates your employees is an impossible task to accomplish on your own and is difficult to establish during an interview.  People are motivated by different things: some are driven and motivated solely by money and will generally push or work harder to secure their raise or bonus.  Others are motivated by the recognition or praise they receive from their co-workers, a simple and sincere gesture of acknowledgement that will keep them fired up for a while.  Some people are self-motivated and self-driven to achieve or complete a project for personal satisfaction or gain.

To determine a person’s motivation, it is recommended to use a tool such at the ProfileXT® which identifies the individual’s interest.  People who are in jobs that match their personal interests are generally happier and more motivated to deal with the demands of the job and generally out-perform employees who have a lower interest match.

Based or research, our interests, behaviours and personality are overlapping factors that should be compared to the required or specific “Job Traits”, to determine our potential for effectiveness in any given position.

How you can assist them…

Once employees have completed a DISC-type or behavioural assessment, make the time for discussion and exploration around potential strengths as well as developmental areas.  Determine who has similar needs, interests and behaviours as well as who may be different and how this could impact the team members productively (positively) or where it may create challenges which would require some careful navigation.

Team members who understand each other better generally enjoy an increased tolerance and understanding for their colleagues which in turn contributes to higher performance levels and team cohesiveness.

By: Chrystal Austin

The Becoming Process by Mark Cunningham


“Men do not attract that which they want, but that which they are.” –James Allen

I want $10 million, I want to be happy, I want a wonderful relationship, I want the body of the Jockey underpants man, I want…,I want…, I want….

James Allen so aptly wrote that just because we want something, does not mean that we get it. We have to become the kind of person who has developed, learnt, and acquired the skills, competencies, abilities and habits which are necessary to be worthy of the desired end result.

Therefore the choice to become successful or not lies squarely with each one of us. The “becoming process” is not easy but is always worthwhile.

Our circumstance may differ and the level or degree of success may vary, but as we are proactively involved in pursuing “our vision” which is values aligned, the growth we experience will form a new platform from which to launch our dreams. Joel Barker said that the difference between a vision and a dream is action. I challenge you to make a difference and make that choice today to act and become the person that you were intended to be.

By Mark Cunningham

The Four D’s – Part 1 by Mark Cunningham

The First D –  The Decision

Nothing significant happens unless we first make a decision. We choose whether we are going to be actively engaged  and proactive. The saying that “evil thrives when good men do nothing” rings true. Indecision puts a person into a state of limbo leading to inactivity, worry, feelings of self doubt, and negativity. It is better to make the wrong decision than not to make the decision at all. If the incorrect decision is made, we can self correct. If no decision is made, we drift upon the ocean of life becoming prey to external circumstances.

The analogy of someone waiting at the station, but never boarding any trains that arrive and depart, aptly describes the consequences of indecision. What benefit is there if I never climb on board and thus never experience the journey? There will be train rides that I enjoy. There will certainly be those that I do not enjoy. How do I know if I never make the decision to experience it in the first place? Now don’t get me wrong, I am not implying that we must climb on board every train that passes by. We need to be wise and learn from others mistakes and not necessarily our own.

The decision to be the kind of person we want to be regardless of external circumstances will ensure the realisation of our dreams. Critical to decision making, is knowing what our values are and being guided by correct principles. Principles have been described as eternal truths that are never changing. We need to cultivate principles of integrity and honour by being true to the decisions we have made.

Steven Covey’s first habit in his acclaimed book, “The Seven Habits of Highly Effective People”, is to “Be Proactive”. I challenge you to be proactive in decision making. Decide what you want to become, where you want to go, and how you are going to get there. Make the decision and enjoy the ride.

By Mark Cunningham