How Do We Find Trainers Willing to Go the Extra Mile?

How Do We Find Trainers Willing to Go the Extra Mile?
	We know how to select good trainers. Where we need help is finding good trainers who also are willing to walk the extra mile. The job involves paid overtime in the evenings and on weekends, and requires trainers who are willing to teach/mentor our people with a view to boosting their performance. We have hired some training specialists in the past who, while excellent instructors, don't demonstrate this desired work ethic. How do we develop a selection process to target more suitable candidates during our next round of hiring this year?—Winnowing Wheat From Chaff, manufacturing, Newport, Indiana
	Finding trainers who are willing to go the extra mile requires you to assess them for characteristics that go beyond their work experiences and job skills. To get at the work ethic that translates into extra effort, you should structure your hiring process to also assess these candidates for their likelihood to be engaged with the work. Engagement is a composite of several areas that touch on human personality, including a person's adaptability, orientation toward achieving goals, enjoyment of or attraction to work, emotional maturity and positive disposition. Breaking down each of these components enables you to look closely and reliably at candidates to determine whether they represent a good fit with your organization. The hiring process provides at least two ways to identify top candidates who also are likely to become highly engaged in their work (in part, meaning that they are willing to spend extra time to help the organization accomplish its performance goals). The first method occurs during the screening phase. There are numerous online tests to help you assess candidates' work styles and dispositions, in addition to their work-related judgment and background experiences. Researchers say candidates who score well on these types of tests are up to 13 times more likely to be engaged. Tests like these can help you identify candidates who not only have the skills but who are much more likely to want to do the job--and who will consistently extend themselves to go above and beyond. The second method is the interview phase, which offers a great opportunity to explore candidates' engagement levels (whether or not you use a screening test like those mentioned). Specially designed behavior-based questions give candidates an opportunity to demonstrate their likelihood to be engaged. Interviewers who have been properly trained in data collection and evaluation techniques can readily see which candidates will be more likely than others to help your organization move forward through a stronger commitment of their own time, talent and resources. The hiring process consists of more than screening and interviewing; sourcing, qualifying and onboarding processes also play major parts. These other phases can also be examined to determine whether there are better ways to provide candidates who are more likely to make extra effort. It also is extremely important to help leaders understand their roles in creating and maintaining an environment that capitalizes on a workforce of engaged people, once your hiring process has been improved to find them. SOURCE: Michael Haid, Development Dimensions International , Pittsburgh, March 28, 2006.