Many of us have encountered the unfortunate situation of hiring team members who appeared to be of high caliber only to discover that they fell short of expectations. Despite having the appropriate credentials, experience, references, and interview skills, these people frequently failed to demonstrate a capacity to generate value. They might have required regular encouragement to work, constantly found themselves distracted by personal matters, or struggled to maintain high standards of work quality when presented with difficulties.
Building a high-performing technical team requires a carefully considered philosophy of what makes a “good team” and a thorough method for discovering skilled applicants. However, “sense of purpose,” a crucial but intangible quality in a team member, is sometimes neglected in favor of other factors. People with a “sense of purpose” are those who have a clear understanding of their career direction, are enthusiastic about what they do, and want to do their part to help the business succeed. This results in a team member that is committed, intensely interested & engaged, and driven to accomplish their goals, regardless of any difficulties that may emerge.
Since “sense of purpose” cannot be directly quantified with discrete data, alternative methods can be used to gauge an individual’s mindset and determine if they are suitable for the team. For example:
1- Evaluate their career objectives: Inquire of the applicant their long-term goals and how they align with the company’s position. Most importantly, see if they provide a canned response or if they answer from a place of personal conviction.
2-Analyze their previous experiences: Request details about any prior employment experiences, paying close attention to the candidate’s level of enthusiasm and passion.
3-Identify their priorities: To learn more about the candidate’s priorities and whether they are consistent with the organization’s, inquire about what they value both personally and professionally. Check to see if they are responding in accordance with a script or if they have genuinely internalized their stated values.
Finally, when building an effective technical professional team, as the main stakeholder, the hiring manager for the team must assume leadership and thoroughly control the candidate selection process. This way, they are better able to recognize those who have a strong sense of purpose and are most likely to be a better fit for the team.
If you are looking to build a better technical professional team in operations, Penon Partners can help you. Let’s get together and discuss!
Written by Greg Gunter, firstname.lastname@example.org , Practice Leader at Penon Partners
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