Personality Test Identifies Strongest Employees
If I worked at a hotel, I’d make a good fine dining server or maybe a concierge, according to a recent personality profile. That’s because I’m sensitive, creative and attentive to detail among other things.
Designed by Majestic Hospitality Group of Los Angeles and Ascend Training Solutions of Culver City, CA, the profile test I took helps hotel managers identify the strongest job candidates, and thus, curb turnover and associated human resources costs.
I took the test in February to learn how it works. It took me 10 minutes to rate myself on 60 characteristics. Then, Ascend Training Solutions ranked my traits and organized the results into 17 categories, comparing my results against those that spell success in certain hotel jobs.
These benchmarks were determined by interviewing top-performing professionals in hotels, restaurants and other relevant businesses. Their responses were used to model the profile of the type of person who is most likely to succeed.
In my case, I was benchmarked against fine dining chef, fine dining server, restaurant manager, human resources director, luxury hotel general manager and more.
I scored highest – 87% -- as a fine dining server. (Maybe because I’ve done that job before.)
I also learned that I’m a “thinker” not a leader, supporter or networker. In the job world that means I like to be involved in projects that are controlled and stable. I’m conscientious, a perfectionist and a loyal employee among other things.
A human resources manager could mine these results to determine a good job fit for me, a potential career path, appropriate training and how to manage me.
The tool, is meant to stem turnover, says Matthew Majcher, chief marketing and creative officer for Majestic Hospitality. “In the hospitality industry with the current turnover rate and the number of individuals that go in and out of jobs, this is such a cost-saving tool. It enables a hotel company to select the top individual for that job.”
Positions tested for right now focus primarily at the top levels and high-touch areas of the organization. But, the partnership is developing additional profiles that span the hierarchy, soon to include housekeeping and sous chef.
Majcher considers this part of brand management when it comes to identifying folks who come in contact with guests. “Because hospitality is such a face-first area of tourism, you find individuals who connect with people,” he says. “You create relationships by having the type of concierge or general manager who speaks to the customer.”
“Each job has its particular needs because we have to be personal, we have to have people who know how to interact with our guests,” he says. “That’s something you can’t really teach. This test helps us find individuals who will thrive in that kind of environment.”
Sue Robins, president of Ascend, adds, “There’s a benefit to ensuring the frontline of the organization. When you hire someone without an assessment like this, chances decrease that you’ll find someone who will fall into that in the long run. They might interview well, but you want to know who they are six months from now after they’ve been on their best behavior.”
More than just an assessment, the final report suggests interview questions that address a potential weakness. For example, I test as having limited patience. Possible interview questions ask about my ability to complete tasks and whether I think I have a temper.
While I had access to my results, hotel managers can choose whether they want to share the results with employees.
Majcher says, “A summary like this, for any hotel manager, really lets you get to the core of a relationship from the start.”
“It’s about the closest thing you can get to having a beer with the person’s last boss,” says Robins.
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