More A/E firms are adding behavioral and personality assessments to their interview process. These tests or inventories “show” tendencies or ways that you are most likely to respond to your surroundings. Proponents say results from the assessments when used with a face to face interview will help predict a good “fit” between you and the job for which you are applying. These evaluations are standardized and carry statistical analysis to add to more commonly used conversational interviews. It has been reported that, unlike a normal interview, it is impossible to “cheat” on an assessment; impossible to answer questions that you think will give you a profile that an employer is seeking. And, you should not try to cheat. Eventually, your true personality will show itself. Firms believe the more they can discover about a persons strengths in personality as well as technical knowledge, the better the chance for a long term employment fit.
Recently I heard a story that shocked me! An executive shared with me one of his behavioral and personality assessment stories. After multiple interviews for a key leadership role in a mid-sized firm, the CEO asked him to meet with a psychologist for an assessment. As he entered the psychologist’s office, the CEO entered also and sat down. The psychologist began with his very in-depth assessment and the CEO remained. This is unethical and highly unusual. I asked the executive why he didn’t ask the CEO to leave or just stand up and walk out! Easy to think what we all would do but tougher when actually in the situation. Afterwards the executive candidate did tell the CEO it was inappropriate for him to have been in the assessment and he withdrew as a candidate.
Back in my graduate school days (many years ago) I recall writing a paper on the worst personality assessment tool I had come across. The test results were based upon which color you liked the best. The test had the validity of a newspaper horoscope. So as I was contemplating this blog, I took one of the common assessments utilized in our industry: The DISC assessment. Without going into too much detail, I will summarize: It was accurate. My chosen profession as an executive recruiter working with architects, engineers and scientists is a good fit!
In my experience, I have seen that when used accurately, various assessments can be helpful. However, often I have witnessed these tools to be used to knock out otherwise good candidates. Readers of the results often “see what they want to see.” They turn a positive attribute into a negative one. It is important that interpreters and users of the collected data be EDUCATED on how to use the information correctly and to weigh the results accurately!
Have you taken any assessments as part of an interview process? Which ones have you taken? Do you think it is invasive, helpful or neither? Do you think you were not offered a job because of testing?
Received a call today from a civil engineering Senior Project Manager. During the conversation he asked me “How does my salary measure up against others?” Over my 25+ years of recruiting, this is one of the most frequently asked question. And, it is not easily answered. Salaries range widely across the US. Benefit packages range widely as well. An engineer with a specific educational background and technical experience may make as much as $30K more in New York or Los Angeles then they do in North Carolina or Michigan. And with our recent blog on salary compression, salaries of two employees who sit next to each other with identical resumes may differ in compensation by several thousands of dollars!
Your human resources department is not going to share your colleagues salaries; however, they may share ranges for your position. That will give you a starting point.
So what is one to do? Short of interviewing with other firms to see what they may offer or talking to colleagues who work at other firms, here are a few sites that offer some guidelines.
Results are from salary surveys: indeed.com, simplyhired.com, ASCE.org, payscale.com. Keep in mind, that even the information on these sites vary greatly. After identifying various salary ranges, check out your cost of living comparison in your location with your salary here: cnn.money
How do you assess whether you are being paid competitively? Please let us know!
Salary compression has several definitions. It can be described as a pay inequity when new employees receive salaries higher than those salaries being paid to the current employees in similar jobs. Whether at an Executive Vice President level or Project Manager role, it can be demotivating to an existing employee. As we all know, salaries are supposed to be confidential, but most people know what their colleagues take home. One candidate who has been with his current firm for 20 years, told me he was rewarded for his loyalty with a much lower salary than a newly hired colleague. “I have warded off recruiter calls, direct invites from competitors at business meetings only to find out that new staff are receiving $10K more a year AND a signing bonus? I refuse to resort to threatening to leave to have the company equalize my pay.”
Pay inequity happens more than employers would like to admit and it is a difficult task to control. Engineering salaries continue to increase specifically for executives and those practice builders who can increase sales. New hires can only be recruited by offering them as much or more than existing senior professionals. Career employees with 20, 30 or more years of dedicated service often suffer the most under salary compression. Are they being penalized monetarily for their loyalty?
This is a nightmare topic for human resources executives. Many experts have written on this topic and even more human resources leaders have urged their CEO’s to address this issue. Here are some confidential comments from HR Execs on this topic:
“This phenomena is not unique to our industry. In my 30 + years across several industries, this is a very common dynamic across all professions and in all industries. My message to managers is to never try to go cheap when hiring someone because it will catch up to you quickly and you will not likely have the salary budget later to correct inequities.
We see it as a particular issue in our employees with shorter tenure as recent grads quickly are making more than those who graduated just a couple of years earlier. We programmatically review salaries of our young professionals each year to address compression issues.
All can see how free agency works in sports. Testing the market and going to the highest bidder is not difficult. The same applies to smart and capable professionals. The answer is to deal with the whole employment equation – provide competitive salaries, interesting and challenging work, in a good environment and you will be able to retain talent.”
“This is an ongoing issue, particularly within the oil & gas and mining sectors. We addressed this issue in a few ways; for long term key employees we instituted a deferred compensation program where they would vest over a three year period. Providing eligibility for stock grants was also put in place however this became an issue as well when hiring from other firms who had robust plans in place and expected to be compensated for what he/she may be leaving on the table. This is an ongoing challenge. The other reality is maintaining margins when increasing rates what is the appetite of the client? The other area where this occurs frequently is through the integration of acquisitions where there is potentially great inequity amongst the same roles and levels. “
“Unfortunately we see this all the time. Unless you are in the very top ranks, employees are needing move to a new company every 3-5 years to ensure their salary keeps pace with the cost of living. Staying at their current employer may offer a 2-3% merit increase or none at all. Taking the call from a recruiter and making the move to another firm, often results in a 10% or more increase. And in the current market, for highly sought after talent, the increase for engineering talent is warranted. Unfortunately, the loss to the company is far greater than paying a more substantial increase to keep top talent, cost to recruit, onboard, client relations, just to name a few.”
Have you experienced this yourself as an employee or manager? If so, how did you handle it?
In the game of poker, slow playing is the tactic of not taking aggressive action when you have a strong hand. The goal is to draw the other players at the table in to keep them playing and to keep building the pot, with the intent of beating everyone in the end after luring them in and cashing in on their chips. It’s not a bad strategy…unless you get burned in the end and someone gets “the nuts” on the river, at which point the tables have been turned, you lost a large stack of chips, and now you find yourself fighting to stay in the game.
In a recent LA Times article, “Employers wait longer to hire, waiting for perfect candidate,” it is noted that despite an improving economy, employers are slow-playing their hiring process taking an average of 23 business days to hire someone for a position. In 2009, this process was only 15 business days.
Another article from AOL Jobs, “4 Million Openings: Too Many Employers Await ‘Ideal Candidate’,” reiterates the facts from the LA Times article and goes on to state that employers fear making a bad hire, and that discrimination against the unemployed runs rampant.
In my experience working with civil engineers and civil engineering employers across the country, this concept holds true as well. The economy has crushed the confidence of so many employers over the past five years that they have become very hesitant to “pull the trigger” in hiring new employees…and rightfully so. Slow playing the hiring process when you have a candidate that rates an “8″ on a scale of 1-10 while waiting for a “10″ to come along will most often result in one of your competitors coming in and swiping your “8″ candidate and leaving you with ZERO. You’ve wasted a whole lot of time, you’ve wasted a lot of money (lost productivity, travel, etc), and you’ve still got an empty office or empty cubicle.
A couple of things to keep in mind to help shorten your time-to-hire a civil engineer:
A. If you constantly “slow play” your hiring process waiting for the perfect “10,” your business will never grow. The candidate pool is scattered with some really good, but short of perfect, candidates. Perfect “10′s” are few-and-far between, so if you sit on your hands waiting for that candidate to walk through the doors, well, you’ll likely get pins-and-needles in your hands before too long.
B. A strong manager may be able to turn that “8″ into “10″. That said, always be on the look out for mentoring or training opportunities to make your leadership even stronger.
C. Have a hiring process in place, just don’t “wing it.” Have some sort of database that tracks candidates and their skills; allow access to share outlook calendars among employees and keep them up to date so scheduling interviews is a “snap”‘; prepare for the interview with the candidate with the same vigor that the candidate has ideally prepared for you; should the interview go well, be prepared to schedule the 2nd meeting right there on the spot; have an offer letter template that you are able to personalize based upon the candidate and the role you are offering them. Those are just a few ideas.
D. Begin checking references early on in the process if possible. A game of phone tag often persists when checking references, so the earlier you start, the more quickly you can make an offer following the interview. This keeps the momentum of the process going and greatly reduces your chances of the candidate being swiped up by a competitor during the interim that normally exists between the final interview and offer stage.
E. If the candidate has met with more than one person during their interview, be prepared to gather as a group and exchange thoughts with each other within 24 hours. Put it on your schedule. Failing to officially schedule this debrief with the hopes of catching up some time in the near future when everyone just happens to be in the office at the same time is a recipe for disaster. Especially in an environment where everyone is spread so thin…be sure to put the debrief on the calendar.
F. Don’t be so quick to shove aside an unemployed candidate. Some people really do just get the “short end of the stick”…really. If their resume shows progression and stability up until the point they were laid off, you may just have yourself a diamond in the rough!
I’ve slow played in poker before with the allure of building up the stack of chips on the table and cashing in big…what a great feeling! But I can’t play that way all the time. The same holds true with hiring…every once in a while you may slow play the hiring process, buying time until that rainmaker of a candidate appears…and what a great feeling! But that does not happen all the time, so when a good or really good candidate that falls short of “perfect” is within sight, don’t be afraid to go all in!
This is “ENGINEERS WEEK” and we encourage you to get involved! It isn’t too late. This year the theme is “Celebrating Awesome.” Please visit NSPE and ASCE to see what events are scheduled in your area.
Let us know how you are celebrating the civil engineering profession. Do you participate? If not, then why not? If you do, then what events do you attend?
There was a recent article posted on line from the Washington Post titled, “Why extroverts fail, introverts flounder and you probably succeed.” The article was written by Daniel H. Pink; author of “To Sell is Human: The Surprising Truth About Moving Others.”
The gist of the article revolved around the mentality of successful sales people, comparing extroverts to introverts and learning which of those personality traits experienced the most sales success. Specifically noted by the author was a meta-analysis of 35 studies of 4,000 sales people. This analysis revealed limited parallels between extroversion and sales success.
“The conventional view that extroverts make the finest salespeople is so accepted that we’ve overlooked one teensy flaw: There’s almost no evidence it’s actually true”
Of course, the opposite does not hold true either, but no one expected that, right?
The article referenced recent study done by the University of Pennsylvania tha identified the fact that the most successful sales people were actually ambiverts; that is, someone with a personality falls between the stereotypical engineer with taped glasses and a pocket protector crunching calculations behind a computer screen all day and a bull in a china shop.
I have spoke to my fair share of civil engineering executives and leaders that have risen to the top of their organization, and like in most professions, many of the most successful executives are the ones that have a track record of successfully generating strong revenues and growing business. I can honestly tell you that what Pink discussed in this article generally holds true for the civil engineering profession; that is, the most successful civil engineers who have risen to the ranks of executive/principal leadership as a result of their ability to haul in business are more often than not ambiverts.
Here are a few ideas as to why ambiverts in the civil engineering profession achieve great sales success and rise to the top:
A. They don’t get too high on their wins and they don’t beat themselves down when they lose to the competition. As a leader, these traits set a great example for those beneath and keeps the ship afloat. They are for the most part enjoyable to be around and develop a sense of loyalty from their team and are well liked by their clients for their ability to be even keeled.
B. They understand their own organization, as well as clients, and have the wherewithal to understand the extrovert and introvert in everyone. They are capable of appealing to both introverts and extroverts, on both sides of the table, which often leads to win-win scenarios for everyone involved.
C. They are great listeners and are relatively humble. Outspoken professionals who pitch, pitch, pitch their services and why their company is so great without taking the time to sit back and listen to the client do not get very far. Boasting about your past successful projects proves nothing unless you are first willing to listen. So they do share successes with the clients and how they have solved problems in the past, and they are excited to, but they first listen to make sure those past examples actually relate. They are not just well-groomed sales people merely full of glossy marketing materials and power points on their ipads. They actually are capable of talking a good game because they have played on the field. They are then able to take their experiences, along with their ingenuity, and effectively communicate to clients in a manner that shows they understand.
In two words: Humbly Confident.
Based upon your experience in the civil engineering profession, would you agree or disagree that it is the ambivert that achieves the most success? Why? What other ambivert traits do you feel lead a civil engineer down the path of success?