Professional profiling

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Professional profiling is the analysis of the requirements of a position to be filled (job profile ) in connection with the analysis of the relevant characteristics of the candidates (candidate profile ). The comparison between the result of the requirements analysis and the result of the candidate analysis (job match) provides important information for the selection of the applicant. In the broadest sense, it is about the application of benchmarking in human resource management . The technology is also used in job placement .

Profiling

The areas to be examined result from the factors responsible for the performance of employees. These are for example:

  • Knowledge
  • Skills (competencies)
  • Resources (finance, technology, time, leadership)
  • cognitive abilities
  • professional motivation
  • Behavioral strengths (potentials)

It should be noted, however, that such characteristics of the candidates are actually important and should be recorded that allow a prediction of success for the position to be filled.

Since deficits in the first two points can / must be worked through through interviews or internal training or system and structural analysis, only the last three factors remain for predicting the probability of success of a person in a selection process, which lead to the following question:

  • Can he or she do the job (cognitive skills)?
  • Does she or he want to do the job (professional motivation)?
  • Does he or she have the necessary behavioral strengths to do the job?

It is precisely these questions that need to be answered using professional profiling.

execution

In order to carry out a meaningful profiling, the requirement of the position must first be defined. If several employees are already working in the same position and their objectively measurable work results are available, benchmarking is the appropriate method for determining the target profile. The matching characteristics of the best benchmarking participants define the success-relevant characteristics for the target position.

In the second step, the candidates are analyzed using the same procedure. The job match states whether and to what extent the requirements of the company match the suitability of the employee. Only this comparison provides valuable knowledge for the selection process, for coaching as well as the further development and strengthening of the candidate's skills.

New methods

Psychological methods of career orientation support individual decision-making through psychological diagnostics and matching of relevant career options to a person. This procedure, known as job profiling , is based on various characteristic areas:

  • professionally relevant knowledge (e.g. knowledge of English)
  • Professionally relevant personality traits (e.g. conscientiousness or motivation to achieve)
  • cognitive skills (e.g. general intelligence, spatial awareness)
  • Professionally relevant behavioral repertoire (e.g. situations with dealing with customers)
  • professional interests

The first four characteristics mentioned serve here a suitability-based assignment of professions to persons and persons to career options, while the interests serve a purely inclination-based advice.

The target groups for job profiling are people with professional experience as well as schoolchildren with initial professional orientation.

Result

If the decisive factors are not only known but also measurable, it is highly likely that only those applicants will be selected who can develop into successful employees. This can significantly reduce the costs of conducting assessment centers , as only applicants with potential for success take part. In sales in particular, the first-year fluctuation and the resulting costs can be reduced.

The President of the Society for Psychology said in the Frankfurter Allgemeine Zeitung on October 4, 1998: "According to the German Society for Psychology (DGP), the economy could save billions if employees were employed more according to their inclinations and skills." the companies must be given a set of instruments with which they can better classify the suitability of candidates. However, the accuracy and efficiency of assessment centers is contested by many experts; it has hardly increased in recent years.

outlook

This article or the following section is not adequately provided with supporting documents ( e.g. individual evidence ). Information without sufficient evidence could be removed soon. Please help Wikipedia by researching the information and including good evidence.
The source given in the text so far "see Prof. Schuler 2007; The use of aptitude diagnostic instruments" cannot be determined. - Zinnmann d 11:04, 23 Apr. 2018 (CEST)

The use of profiling instruments (e.g. online assessment ) in companies and their HR departments is growing steadily, as the labor factor is still the main cost factor in most companies. The factor between the performance of the worst and the best employee is between x3 and x20, depending on the role. Profiling demonstrably minimizes and eliminates the risk of hiring mistakes, or improves the quality standard achieved. While in Germany less than 10 percent of the positions are filled by suitable diagnostic procedures, in GB, IRL and Scandinavia it is more than 50 percent and in NL even over 70 percent.

The demand for objective and thus non-discriminatory personnel decisions is reinforced by the General Equal Treatment Act , which has been in force since August 2006.

Individual evidence

  1. ^ Christof Obermann: Assessment Center. The quality is often too bad. Spiegel Online, May 4, 2009, accessed February 28, 2019 .

literature