How do we find that job? How do we find employees who will think that the job we have to offer is that perfect job?
It is not easy nor does it happen by chance (except in the case of some wonderfully fortunate folks). Effective hiring requires a good deal of preparation and some luck - regardless of whether you are looking for a job or looking for someone to hire.
The good news is that you can learn the skills to make the process easier and more effective. We firmly believe that the key to successful hiring is creating a good fit - the perfect match - between employer and employee. All to often, when 1a staff member "didn't work out" or when "that is a terrible place to work" there wasn't a good fit from the start.
Following are the preparatory steps you need to take - whether you are looking for a job or have a job to fill. Our appendices include sample worksheets - from both the employer's and applicant's perspective. We then discuss a number of techniques which can be used to put your knowledge to work.
Fortunately, many of you have the ability to either totally control or significantly influence the hiring process. This is a great deal of responsibility, but one which allows you to shape your team and realize your vision of your organization.
If you are filling a vacancy, decide whether that is the position you really need. Perhaps there is another, more critical position you should fill. When you have a vacancy, particularly at a managerial level, that is the time to think about reorganizing your staff. Ask yourself if your divisions or sections make sense, or whether you have simply been doing things the way they have always been done. Can you use a part time position instead of full time? (This wins big brownie points from County and City Managers) Do you need to reclassify the position? Do you need to eliminate layers in your organization? With some creative thinking, you may be able to accomplish organizational goals through mini-reorganizations.
If you have a number of personnel rules which sometimes seem to be roadblocks more than tools to assist you, the flexibility you gain with an open position is invaluable. We had one situation where to achieve a "simple" staff upgrade, a 4-step process of reclassifications, position reallocations and other bureaucratic hocus-pocus was required. The end result was good for the organization and a number of employees - but it took work and a great deal of creativity.
In summary, your first step is to decide what position you really want to fill and whether you need to use that vacancy as leverage for other organizational goals. (See Appendix I - A for an example of a position evaluation.)
This is, of course, just the beginning. Use the job description as a starting point. You will also find that talking to others who have had the job before or who have similar positions will be very helpful. (Appendix I - B contains a sample skills inventory.)
One side note at this point: by consulting others as you go through the selection process you strengthen both your organization and yourself. Letting others know you value their opinions is a very good thing - you should do it throughout the selection proceedings.
Now, think about the team roles this position will fill. Is the position a supervisory one? If so, what is the mix of professional, technical and support staff available? Does the position have automatic status on any boards or work groups - Development Review Committee, Capital Improvements Working Group, Environmental Advisory Committee. If so, who will they be working with and what skills are needed to do that? The new Chairman of the Development Review Committee might be more successful if s/he has previous landscape architecture experience, for example. (See a sample role analysis in Appendix I - C.)
So, spend some time evaluating your existing staff. Do they all work well together or do you have some conflicts simmering? Do you have a relatively young staff or a lot of veterans? Think about what you need to get your goals accomplished. Do you need:
These needs will change over time. Do not assume that the attributes which made the previous job holder successful are what you know need. If you have been through a period with a lot of change, you may need someone who can work to maintain the organization, rather than shake it up. Times change and needs change. Do not assume that your environment has stayed static. (Appendix I - D is an example of an attributes worksheet.)
Never, ever forget that a new staff person can/should make your job easier. Be very honest with yourself about what you need to work most effectively. If you as a supervisor are going to get ticked off by an employee who asks you to okay every decision s/he makes, say it. (Okay, maybe you don't say it out loud - but be honest with yourself.) If you don't, only you will be responsible for your future misery.
Also, be honest about the kind of boss you are. Have you been able to establish positive relationships with all your subordinates - if not, what hasn't worked in the past? Be honest about the thing you do that annoy the people you work with. If you do this in an open way, you will convey the message that you know your faults and are open to discussion about them.
Carol, for example, is a worrier. She can worry about whether the sun will rise tomorrow. (Just to let you know how excessive this can be.) She routinely tells staff that three people gave her Guatemalan "Worry Dolls" - because they were the perfect gift for her. She talks about how she now has a "Worry Village." She tells them that she knows she is this way and for them not to get too alarmed about it and to let her know if she is really going overboard.
There is an added side benefit to all of this analysis, by the way. It will help you manage the people you currently have better. As managers, we all wish we could spend more time with our staff. Use the need to fill a vacancy as a opportunity to evaluate existing staff. They will notice that you have been consciously thinking about them. (Appendix I - E is a sample employer self analysis.)
Think about your organization's environment. What kind of place are you running? Is it a relaxed, tourist town where jeans are the standard dress or a high - pressured agency with resources that are being taxed to the maximum? Very often, job applicants may make some erroneous assumptions about a work environment. For example, thinking that a small town agency is laid back and not very stressful. If you are not clear about the environment in your organization, you will not be able to find someone who will fit.
If you are having a hard time characterizing this, think about how items are presented to your council or commission. Are they routinely accepted or hotly debated? Are staff seen as expert professionals or obstructionist bureaucrats? Does your Board act as a cohesive unit or is there polarization? Are your staff members actively involved in the community or are they newcomers with no expectation of staying for the long haul? What are your working relationships with other Departments - Building, Engineering, Public Works, Environmental, etc.? Is there cooperation or turf battles? (Appendix I - F is a sample organizational analysis.)
Getting the Word Out, A key component is getting the word out to the kind of people you want to attract. Do not assume that "standard" job searches will get you the right candidates. Find out where your organization advertises. Make sure you include APA - both Job Mart and Section and Chapter newsletters. Your state may have other Planning groups that take ads. These are not very expensive and can really improve your candidate base.
If you have an opening in the Spring, use the Job Mart at the APA Conference. It is extremely well run and will be very helpful. You will be able to interview as many people as you have time for - all within the confines of the conference. Take advantage of it. To review the same number of folks back in the office could take weeks.
Let people know you are looking to fill a spot. Call your colleagues and ask them if anyone on their staff might be interested. They might be able to give you some good leads. Don't hesitate to ask your current staff members or any previous staff members. Consultants are also a good source of assistance. Remember, getting others involved in your search lets them know you value their assistance.
Making a Good Impression. It is just as important for you to make a good impression as it is for the applicants. The good candidates are likely to respond to the question "Why do you want this Job?" with "I'm not sure I do - why don't you tell me what it has to offer."
Begin with the basics. Have an organizational chart available for the applicants to look at when they meet with you. Provide information about your community - a community profile, housing guide, Chamber of Commerce tourist information. Give applicants information about the Department they will be working in - budget, responsibilities, major achievements and goals. Give them your card. Let them have your home phone number if they are unable to contact you during the day at work. This information can be mailed to applicants or taken to the APA JOB MART. It really shows that you care and that you have your act together.
As you prepare for the next phase of the process - when you bring the applicants to your office- think about how to make the best impression. While there is something to be said for letting them know what the real place is like - sometimes that can backfire. Every organization has its downside.
Once we were extremely short staffed and very busy. Our main building was a dump and during the work week it seemed more like a MASH unit than a professional planning office. We scheduled interviews for the weekend - this was a great convenience to the applicants. We used the best offices in the Department - which were away from the main building. The Reception desk had fresh flowers and we brought in plants to the conference room. The table was freshly polished, leaving a hint of lemon in the air. Classical music was playing softly in the background as we offered the applicants a glass of Perrier. It didn't reflect what we had at the time, but where we were going. The employee hired just received his ten year pin.
Initial Review. Whether you use APA or other sources, there needs to be an initial culling of applications. Take the time to review them carefully. Use your lists of skills and characteristics as you go through them. Identify which candidates meet your minimum qualifications and which seem to get the closest to the desired qualifications.
The Ones That Do Not Make The Cut. Be kind, polite and considerate. You never know when you might run into them again. You might be the one looking for the job. Ensure that every application is acknowledged. If you have personally spoken to an applicant, make sure that is recognized in any correspondence. Also, do not hesitate to use the applications as a way to network. Sometimes, there may be new planners to your area that would be a good asset to your local planners group. Do not hesitate to give them a call and say that the position doesn't seem to fit - but they seem interesting and you would like to stay in touch. You will be establishing yourself as a leader in your profession.
You now have analyzed the position; listed needed attributes and skills; analyzed yourself and your attributes as a boss; evaluated your organization; reviewed tons of applications; been kind in rejecting the unsuitable candidates; and have a handful of prospects who look like they could fill the bill. Your next task is to determine how to make the best selection. Section III reviews techniques available to you in making your choice.
But, how do you size up your interviewer? How do you know if you want any given job? Don't make a decision out of blind faith or desperation; make one based on preparation. What are you looking for, and why? The grass is not always greener on the other side of the fence. You will make the best decision when you know who you are, what you have to offer, and what you want in a job.
The following discussion and recommendations about personal assessment draw heavily from "If you knew who you were... you could be who you are! " Your Comprehensive Personal Career Profile by Gerald M. Sturman, Ph.D.. (Available from Bierman House Inc. phone 914/234-3200)
Dr. Sturman suggests that there are four basic and broad elements defining who you are in relation to your worklife (also known as your "Core Career Self-identity"):
Assessing each of these aspects and gathering the analyses will enable you to paint a clear, accurate and USEFUL profile of yourself in relation to your worklife and career. This knowledge will enable you to make smart -- and satisfying-- career planning decisions.
It is a strain to operate (and difficult or impossible to maintain) as anything but the natural, authentic you. Your natural way of being can be described by a set of characteristic preferences which, taken together, define your psychological "type." (Section III describes the Myers-Briggs Type Indicator and other testing instruments which can assist.)
No one type or style is better or worse than any other! Type only describes the functions and attitudes one most prefers. Styles are complementary and every successful team needs something from everyone. The self-knowledge of type can help you appreciate--and capitalize on -- your strengths, understand why you work well or poorly with some other "types" or in certain environments, and recognize and take responsibility for addressing development needs.
As reported in If you knew who you were... one's Career Anchor is a self-concept growing out of our experience in the world of work that becomes a significant influence on our career choices. It defines which of our needs has the highest priority -- those factors in our worklives we may not be willing to give up because they represent who we really are. Based on a self-assessment inventory, you can determine whether your Career Anchors are:
You may be surprised at what you find --- it may not fit where you are. This is important information. If you knew who you were... provides an inventory of more than fifty values and needs. The workbook asks you to identify each one as important, neutral or unimportant to your worklife satisfaction. For each value and need you deem important, the workbook asks you to consider whether your current worklife satisfies that need or value. Ultimately, you identify and prioritize the five values and needs you consider most important to you that are currently satisfied and the five values and needs you consider most important that are not currently satisfied. This list of your personal top ten values and needs about work represents what you don't want to lose and what you want to gain in any job change. "Skills" are what you use to get things done. Skills can be classified as functional (people, data and thing) skills; adaptive skills (personal qualities and characteristics) and content-specific skills ( which are knowledge-based and used only in a particular job). Your Motivated Skills are the ones you most enjoy using. Making use of your motivated skills is energizing - it produces more effectiveness and more satisfaction. If you knew who you were... provides detailed lists of functional, adaptive and specific-content skills for use in determining your motivated skills and whether your current level of ability in each skill is acceptable or needs development. Recognizing your development needs enables you to address them --by renewed focus, additional training, etc. Addressing your development needs can be important for several reasons, from correcting deficiencies noted on a prior performance evaluation to preparing to move into new responsibilities.
(Appendix II - A is a sample Concise Personal Career Profile.)
Kathleen M. "Kitty" Voss, a career consultant in Evanston, Illinois, recommends a technique that involves listing all of the characteristics of your ideal career situation and assigning to the characteristics a total of 100 points. You then evaluate each job offer against your own criteria, and you NEVER accept a job that is less than 80% of your ideal. This method works!
Consider developing the criteria for your ideal position around these four basic headings/topics: company or industry (this could be regional, county or municipal for public planners); the position itself; location; and compensation. The weight you place on each criteria (and the criteria themselves) will depend on a thorough knowledge of yourself and your own experience. Each person's ideal job will be different. The idea is to customize the criteria tool to you! To assist you, see Appendix II - B for a sample "checklist".
As you experience different job environments, the knowledge you gain may result in your criteria changing --- a little or a lot. Continue to refine your model. Experienced planners considering a job change may find that they place heavy emphasis on the political environment in which they work, or the relationship with their bosses, or the pension offered, etc. Something would be wrong if your criteria or the weight you assign to various characteristics did not shift at least a little over time, so take the time to periodically review your previous thinking. This review and refinement can also help you make desired changes in an existing job situation.
The individual interview with the boss is becoming less and less the norm for filling positions. Employers recognize that the skills needed to answer some basic questions about what you have done and where you are going, can be very different from the skills needed to actually do the job. Smart employers also know that getting along with one person (the boss) may not be the most important key to success on the job. (This is not to say it is not important, but aren't there people you work well with that might not be your first choice to socialize with?) Fortunately, there are a number of techniques available which can help you (employers and employees) achieve a better fit.
It does need to be recognized that using these "techniques" can strike fear in the heart of most applicants. Our advice is relax and go with the flow. You need a good fit as much as the employer does. Think of each new experience as a chance to learn even more about yourself.
If you are an employer, this is a quick, easy, and cheap way to increase your hiring effectiveness. You will be able to get input from others - it is not just how well you can talk with someone for an hour. A few words of advice, however. Choose carefully who you involve in the process. Go back to your organizational and role analyses. Where do you need to strengthen your organization? Who will the new employee be dealing with? This will tell you where to find other interviewers.
You also need to set some ground rules up-front as to how you will use the results of the process. Is it going to be a majority vote? Are you going to get input and comments from others and then make your own selection? Make sure you and those who assist you know what will happen from the outset. Don't let anyone feel betrayed. (A word of caution to employers: do not use other interviewers to relieve you from your responsibility. Do not "go with the group" so you can say it was out of your hands later. That is cowardly and unprofessional, at best.)
If you are a candidate,being confronted with a roomful of people or a succession of them can be daunting. However, is it really all that different from the people you might need to interact with on a daily basis? Try to find out when the interview is scheduled, how long you will be there and who you will be interviewing with. Find out ahead of time all you can about the organization and the people you will meet. Be very friendly with the person that calls you to set up the interview. Chances are it may be the Director's secretary or someone in Personnel. They are gold mines of information. Take advantage of it!
Recognize that there may be some "role-playing" or "game-playing" going on in the interview. One person you meet may have been assigned to be a jerk - just to see how you would react. Take it in stride. Of course, before you accept the job you will need to find out whether s/he really is a jerk - it could be important.
If you are in a group interview, you will get a chance to see how your potential co-workers interact with each other. Are they considerate? Do they seem to have fun with each other? Does everyone wait till the boss expresses an opinion before they speak? You will gain great insight.
Ask yourself the simple question, " Can I see myself as part of this group?"
As a candidate, recognize from the outset that elected/appointed officials are not planners. They do not think the way you do. They are not going to be enthralled with the intricacies of state rules or the theory behind an arcane planning concept. They want to be able to tell if they can communicate with you. Can you express yourself clearly? Do you understand the full complexity of an issue? Can you summarize pros and cons and make a concise recommendation? Are you going to be someone they will feel confident and comfortable referring their constituents to. They know that the public service you (and your fellow workers) provide can mean the difference at the polls. Keep these things in mind when responding to their questions.
Do, however, avoid being a yes-person during the interview. If you do not agree with what is suggested, say so honestly. If you get the job, there is going to be a time where you will disagree and will be professionally obligated to say so. Give your future employers the comfort of knowing you can disagree in a thoroughly professional way. That alone may get you the job.
How Does It Work? Tasks for the applicants to perform are based on the job duties and skills which have been identified as crucial for the position. Applicants are given a specific time frame in which to complete the required tasks. There is a good deal of role playing and applicants may be asked to tackle some difficult planning problems. There are usually in-basket exercises and some public speaking. All applicants may be asked to work together on a collaborative process.
What Are The Objectives Of The Center?
An Assessment Center allows an employer to see how an applicant is likely to function in a realistic work environment. Tasks given can be ambiguous, requiring an applicant to use their own resources to finish. The time deadlines provide pressure which is very much like many work environments.
When Does It Work Best?
If you have a number of well qualified candidates you have preliminarily screened, an Assessment Center can help you find the applicant with the best fit. Because the focus is on skills and problem solving, you , as selector, are able to look at more than degree of rapport you can establish in an interview.
How Do I Set One Up? Appendix III - A offers a sample format. Generally, though, look at the skills you need in the position and how they can be evaluated. If the position requires public speaking, have the candidates give a short speech or presentation. If there are a great deal of supervisory responsibilities, do role playing about some personnel issues.
It is best to involve a number of assessors in the process. They can either be observers of the process or participants. For example, use assessors to be the City Council. Ask the applicants all the questions you dread hearing. You will likely be very surprised at the high quality of the responses you receive.
There is a good deal of coordination required. Applicants may be performing tasks at different times. As an assessor, you will need help in ensuring everyone gets to where they need to be at the right time and that they have all materials necessary to do the job. Try a dry run.
Be prepared for different skill levels and work styles. For example, make computers available for written tasks, but don't require it unless that is a job requirement. You don't want to freak someone out because they do not know your word processing software. A pad and pen will probably do fine for the exercise.
Make sure the selected tasks cover the range of job requirements - include both written and verbal communication for example. You are striving to dig deeper with this process, make sure you aren't just covering the superficial highlights. (This is especially true on the verbal side. You probably don't want someone who can talk a good game, but not do anything.)
Get to know the other applicants. Part of the selection process maybe how well you work with new people. Take the lead in getting over the awkwardness of the whole process, even if you are not selected you may make some good contacts.
There are other instruments that are also used to help people determine what "type" they are. These range from tests in the back of magazines to very complicated evaluations that must be done by a professional.
The information gained from these tests is useful. If you undertake the testing as part of your self analysis, you will become more prepared to hire or be hired. Regardless, you can learn to improve your communication skills. You will be better at sharing your appreciation of those around you in a way that is meaningful to them. You may also realize that the person you have always thought of as a jerk, simply approaches problems in a different way. Finally, understanding how the types react under stress - the dark side - can help you out during the difficult times in your life.
If you are asked to take one of the tests as part of a hiring process ask how the results will be used...and by whom. It is also fair to ask what "type" the folks hiring you are.
As an employer, make sure you use these instruments for good, not evil. There can be interesting insights, but a test alone should not be the determining factor in a hiring choice. If you wish to use such a method, make sure you have professional assistance. Do not play amateur psychologist.
These organizations will be able to provide you with MBTI resources in your area: Association for Psychological Type
The Center for Applications of Psychological Type
Consulting Psychologists Press
Options:
What will Manager think? Cutting layers would be good - also cutting positions. Will this help staff get closer to me - by eliminating middle level? Give Comprehensive Planning focus it deserves.
OKAY - Two sections Fill - Community Planning AdministratorI. HIRING
Coach or General Manager
If you have followed the Bill Parcells- New York Jets - New England Patriots stories in the media you know that one of the big issues for Parcells was the freedom to hire the talent he was to coach. In New England, the General Manager did the player selection and the Coach played the hand he was dealt. Parcells jumped to the Jets because he wanted to shape the team he was to be working with. (As an aside, the Jets can use all the help he has to give.)
First Step - What Job to Fill?
When you have a vacant position, you want to fill it quickly and with the right person. If you work for any large organization, there are probably standard forms to fill out, requisitions to be signed, and approvals to obtained. Our recommendation is WAIT. Take some time before you start the "normal process" to really think about what your need, want, and can achieve with the available position.
Go Deeper - What Skills are Needed?
After you have determined the position you will fill, go deeper . Identify the specific skills and experience REQUIRED for the job and the DESIRED skills and experience. Do you need a Bachelor's Degree and desire a Master's degree? Is site planning experience a requirement? Are computer/ GIS skills required or desirable? How about public speaking ability?
Going Deeper - How are the Required Skills Used?
It is not nearly enough to know the specific skills you need. You must go deeper and identify how those skills will be used in the position. Think about the public roles this position will play. How much contact will there be with citizens ? developers? elected officials? appointed boards? Will this person need to talk to the press regularly? Remember, they will be representing you. Know up-front who they will be interacting with and you will make a better hiring decision.
Even Deeper - What Does Your Team Need
You also need to look at your existing team and what you can do to strengthen it. You have probably been to team building sessions where you've been taught about the importance of a diversity of opinions and approaches. Take this advice seriously. What is the point if everyone in your department thinks the same way you do? Okay, it would be a pretty nice ego trip, but it is not going to help you get the job done. You will be a better manager if you get advice from many perspectives.
Be Honest - What Do You Need?
Just What Kind of Place are You Running?
What Do I Do With All This Analysis?
You now have a clear perspective of what you are looking for in a new employee. The question is now how to use that information to make a good selection.
II. GETTING HIRED - LUCK vs. PREPARATION vs. DESPERATION
You know what employers want. According to Daniel Lauber, planning consultant, past president of AICP, and author of Government Job Finder (available from APA's Planners Bookstore), interviewers will size you up in terms of the following qualities: initial impression; past job performance; analytical ability; appearance and manner; motivation; ability to communicate; initiative; self-confidence; fitness for the job; maturity; judgment and prudence; leadership; potential to grow in the job; overall personality; mental alertness; and compatibility with other staff.
Know Yourself
Whether you are looking for a first job or are an experienced job-hopper, take the time to REALLY THINK about who you are, what you have to offer, and what you want in a professional position. Even if you think you know yourself, your skills and your needs, it is well-worth the investment of time to review and refine your personal profile. Examine yourself carefully if you have not experienced (or do not desire) growth!
Personal Style
.
What is your personal type or style? In what ways do you prefer to relate to the world? How do you like to work? What kind of work environment do you prefer? What are your preferred methods of communication? What is your preferred management and/or leadership style? What are the appropriate contributions for you to make to an organization? How do you relate to people? What kinds of bosses, colleagues and subordinates do you work best around?
What Motivates You?
What is most important to you? What do you really care about? What are the attitudes, values, activities, people, and environments that you most want in your worklife? What do you really want to do when you are working? Your personal interests, values, and needs....your Career Anchors....and your Motivated Skills together paint a vivid picture of what motivates your worklife.
What Do You Offer
You are not your job title! Repeat, you are not your job title! People often underestimate the full range of talents they possess.
Internal Barriers
A complete and realistic assessment of what you bring to the table must include an assessment of your internal barriers -- the attitudes, behavior patterns, rigid beliefs, fears, and real or imagined deficiencies in your skills. Acknowledging your own internal barriers is the first step toward overcoming them. It also is important in determining "fit" from your perspective as the prospective employee.
What Do You Want?
When in a job search, you tend to primarily focus on what you think the interviewer wants. We highly recommend that your preparation for a job change include thorough consideration (and continuous refinement) of what you want, too. What is your ideal job?
III - TECHNIQUES AND STRATEGIES
Okay. You are now ready for the tough part ... the actual selection. If you are an employer - you know what you need, you have analyzed your organization, and you know your own strengths and weaknesses. If you are looking for a job, you have done pretty much the same kind of analysis...you know how you function best, have a clear perspective on your strong points and not so strong points, and you know what is most important to you in a work environment.
Multiple Interviewers
This is an extremely common way to approach the selection process. Instead of the "Boss" doing it all, a team of existing staff participate in the actual interview(s). There can be group interviews or a series of one-on-one meetings. It is also possible to combine various types of interview settings ... having formal interviews in the office with some staff and informal discussions over lunch with the same or different folks.
Elected and Appointed Officials
The higher you go in a public sector organization, the more likely it is that you will need to meet with a Councilperson, Commissioner, Mayor or Planning Commissioner before you are offered a job. This makes all the sense in the world --- the higher we are in an organization, the more we need to interact with these elected and appointed officials. Very often, our interactions will determine the success or failure of our tenure.
Assessment Centers
What are They? An Assessment Center is a structured approach to applicant selection. Candidates are asked to perform tasks that are akin to actual job duties. Generally, all finalists are undergoing the Assessment Center simultaneously. The process can take several days and is very demanding on applicants and selectors. For more detail see: "Assessment Centers in the Public Sector: A Practical Approach" by Dennis A. Joiner, Public Personnel Manaagement Journal, Vol.12, No. 4.
Are There Things To Be Cautious About?
Yes. First, this is a very high stress situation for many applicants. Not only do they actually have to spend a whole day with you, but they get to meet the competition. That can be very awkward - especially at the outset. As an employer, you need to advise applicants what to expect early on in the process. Do not let them come to your office and then tell them they will be spending the day.
What Do I Do If I Am Going Through The Process?
Actually, the best advice is to relax and have a good time with it. The objective is to find a candidate who will fit best into the organization. This gives you a real chance to show what you can do - beyond questions like "where do you want to be in five years."
Myers-Briggs and Other Testing Instruments
Increasingly, organizations are using the Myers-Briggs Type Indicator (MBTI) or other similar testing instrument for their existing employees or potential new hires. MBTI is a well researched and validated instrument which only trained, qualified individuals are allowed to purchase and administer. Other testing instruments can range from quizzes in the back of a magazine to systems as complicated as the MBTI. In order to find out where you can take the MBTI and have it interpreted, you may want to contact the following organizations that promote the understanding and ethical use of psychological type.
PO Box 5099
Gainesville, Fl 32609
352-371-1853
2720 Northwest Sixth Street
Gainesville, Fl 32609
352-375-0160
577 College Avenue
Palo Alto, California 94306-1490
415-857-1444Appendix I - A Sample Position Evaluation
Nancy is leaving. Community Planning Administrator.
In charge of Rezoning/ Public Hearing Review and Comprehensive Planning.
Nancy really focuses on Rezoning Side...there hasn't been support to Comprehensive Planning. The urgent taking over the important.
Appendix I - B Sample Skills Analysis
Community Planning Administrator
Public Roles
Lead staff at Planning Commission - will be on TV
Division works with Historic Preservation Board
Zoning Special Master
High Citizen and Developer Contact - on big cases and when things are not going well at the Planner level
Will make regular presentations to the Board of County Commissioners - TV again
Must be an articulate spokesperson for the Department
Team Roles
Chairs Development Review Committee - will need to work with those darn Engineers at Public Works - should have some ability to think like them - heaven help us
Cell Tower Project - Will lead review of cell tower regulations. Will need to understand technical information - translate into community appearance policy
Environmental Working Group - We haven't participated as strongly as I would like, maybe the new guy can do this
Directors Meeting - I need someone who can go for me when I am too busy. will need to be able to handle themselves with the other directors and the Administrator
Department has been stable for a long time
Most staff have gotten a majority of their experience here
We could use a new perspective
Need to foster cohesion among divisions
A sense of humor is a must - along with the ability to work hard
Spark*** Stabilizer
Aggressive ??? Laid Back NOT SURE!!!
Detail Big Picture***
Tactician Strategist***
Runs With It*** Works Closely with Me
Facilitator*** Regulator
Moldable Mature***
-Mid sized County - 230,000
Introductions - All applicants meet together to review the plans for the day. Aided by coffee , donuts, and juice, each applicant is given a personalized schedule. The schedule shows each task, although it does not describe the tasks, and the time frames allotted for each. Free periods are clearly indicated. Applicants are told to look around the Department during their free time, or to visit downtown. Each applicant will have a private work area for the day.
The staff report is an actual report prepared by the Department. Intentional errors have been added. Some are minor - typos, etc.; others are critical planning issues which are poorly presented.
The review of the report is done in private, independently. At the designated time, the candidate is brought to a room where they will be observed in their discussions with staff. The applicants are free to set up the table for discussion any way they are comfortable.
A manager plays the role of the staff drafter. Approximately 10 minutes into the discussion period, she asks for her manager's assistance with another employee. She talks about her divorce, her kids and the fact she is afraid to ask for help from a co-worker because he has harassed her.
Applicants are given one hour to complete this task. Twenty minutes into the process an envelope from the County Administrator is delivered to the Acting Director. In it, the Administrator announces that the plans for consolidation are finished. While they will not be announced for several weeks, he felt it necessary to advise Directors. The plans for each Department are listed. The Planning Department will take a 20% staff cut. The Director's ship will be met at the dock in the South Seas and she will be advised of a vacancy on Guam. The Acting Director will receive a promotion and a $10,000 pay increase. The Administrator asks that the information be kept confidential.
Lunch - The group meets for lunch. Menus had been available for food selection in the morning and it is delivered. Managers who had not taken part in the process join the group for lunch. There is discussion about the county in general.
The Assessors serve as the Board of County Commissioners. Assessors include the Director, Division Managers, a County Attorney and a Developer.
Site plans are available in the meeting room. The "Commissioners" ask questions about the project and why they should take advice from this newcomer.
Each applicant is given a list of key staff members. The in-basket contains periodicals, memos from staff, listings of projects, memos from the Administrator, letters from Commissioners and correspondence from citizens.
Wrap - Up Applicants and assessors recount the events of the day over a beer or soft drink at the neighboring pub.
Planning Director
Manatee County, Florida
Susan G. Connelly
Community Development Director
Town of Vail, Colorado