braNd yOu

Strengths-Based Thinking & Application – Marcus Buckingham

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Sukses Perusahaan Dimulai dari Seleksi Karyawan

Sukses Perusahaan Dimulai dari
Pertanyaan dalam Wawancara Seleksi Karyawan
Jumat, 09 Maret 2007

Sebanyak 48 peserta workshop itu celingukan heran
ketika fasilitator meminta mereka untuk membuat lirik
lagu dari “tugas” sebelumnya yang baru saja mereka
selesaikan. Mereka baru saja selesai melakukan
simulasi wawancara calon karyawan. Lho, apa
hubungannya sebuah lagu dengan proses rekrutmen?
Tapi, Budi Setiawan Muhamad, fasilitator dari Asosiasi
Psikologi dan Organisasi (APIO) yang menyelenggarakan
workshop Strength-Based Selection Interview:
Appreciative Inquiry Perspective di Hotel Atlet
Century Park, Jakarta, Jumat (9/3/07) hanya
senyum-senyum saja.

Ia membiarkan peserta workshop “kebingungan”, sampai
akhirnya menyelesaikan apa yang tadi dia minta. Dari
awal, Budi memang menggunakan pendekatan terbalik
dalam memberikan lokakarya kepada para manajer dan
staf HR dari berbagai perusahaan itu. Ia tidak
berangkat dengan menjelaskan definisi-definisi.
Melainkan, peserta sendirilah yang aktif merumuskan
masalahnya dari awal, dengan melakukan
simulasi-simulasi.

Menjadi Bintang

Apa yang anda jadikan pertimbangan dalam memilih orang yang akan menjadi karyawan anda? Apa kriteria paling utama yang anda gunakan untuk membuang atau menarik seorang kandidat? Kecerdasan kognitif merupakan salah satu kriteria seleksi paling populer, walau ditengah banyaknya bukti kecerdasan kognitif tidak banyak berperan terhadap kesuksesan seseorang. Sebagian dari kita juga menggunakan beberapa kriteria seperti kompetensi teknis, soft skill, kepribadian, dan yang paling baru, talenta.

Sayang, manusia bukanlah sebuah mesin dengan seperangkat kapasitas terpasang, yang tinggal digunakan setelah kita dapatkan. Akibatnya, kapasitas yang terbaca pada saat tes seleksi dalam kenyataannya tidak berfungsi sebagaimana yang diharapkan. Sekalipun, tes seleksi itu menggunakan tes simulasi kerja yang membuat kandidat harus mengerjakan sebuah tugas secara langsung. Semisal, kita menseleksi juru ketik dengan memintanya mengetik sebuah naskah. Anggap saja, seorang kandidat mampu mengetik 500 kata per menit. Kita menganggap mengetik 500 kata/menit ini sebagai kompetensi, yang dibedakan sebagai potensi. Padahal sesungguhnya, kemampuan mengetik 500 kata/menit tetaplah sebuah kemungkinan, berbeda dengan kapasitas terpasang pada sebuah mesin.

How to Become a Star at Work

by Robin Sharma

http://coach.monster.ca/11032_en-CA_pf.asp

The only way you will ever truly succeed in this new knowledge-based economy is to become a star at work, that is, an individual who stands far above the crowd and one who is totally unique in a world where most people are trying to be more alike. The moment you make a deep commitment to becoming a star at work and burning all your bridges to the person that you once were, your life will change in an unmistakable way. The day you decide to start acting like the person you were destined to become is the day that you begin to tap into the wellspring of human talents that will lead you to your own form of personal greatness. These are not the simple musings of yet another professional thinker spouting hackneyed euphemisms in the hope that one day someone will take note. These are the hard, cold facts of life – and they have been so for hundreds of years. And to deny them and continue living a life of complacency is to abandon your duty to do something special with your life. As Ashley Montagu observed: “The deepest personal defeat suffered by human beings is constituted by the difference between what one was capable of becoming and what one has in fact become.”

Are You a Star at Work?

Alan M. Webber & Robert Kelley

How do you become a star at work? For more than a decade, Robert E. Kelley has tried to answer that question, conducting in-depth research at such companies as AT&T’s Bell Labs, 3M, and Hewlett-Packard. How do average performers differ from stars? Are stars just smarter? Or more self-confident? Or better at interpersonal and leadership skills? The answer, says Kelley, is none of the above: “It isn’t what stars have in their heads that makes them stand out. It’s how they use what they have.”

In How to Be a Star at Work: Nine Breakthrough Strategies You Need to Succeed (Times Books, 1998), Kelley details his research and offers a blueprint to help average performers lift themselves into the realm of the stars. “Most people know that they have a star within them,” he says, “but for some reason, it hasn’t clicked. They see other people getting ahead, people with roughly the same talent as they have – and these other people are on a faster track. Most people genuinely want to be more productive, do their best, and live up to their potential, but they don’t know how to do it.”

Kelley is a professor at Carnegie Mellon University’s Graduate School of Industrial Administration and the president of Consultants to Executives and Organizations Ltd. His previous books include The Gold-Collar Worker: Harnessing the Brainpower of the New Workforce (Addison-Wesley, 1985) and The Power of Followership: How to Create Leaders People Want to Follow and Followers Who Lead Themselves (Currency/Doubleday, 1992). Fast Company found Kelley at his home in Pittsburgh and asked him to describe what it takes to be a star at work.
Is your star on the back of your T-shirt?

CREATING STAR at WORK