People are the key to success in any organization. Anorganization may have the most advanced processes or innovativetechnology, but success will not happen without the right people tomake it all work. In a day and age when cutbacks are the norm,having the right people is even more critical. Success onlycomes when the right people are in place; the wrong people canbecome an anchor in any organization.

Consider that eight top tier employees may be able to do thework of ten who are average. Consider that headcount is the singlelargest expense in most organizations. Consider that it isemployees that are the differentiator between the ordinary andextraordinary.

So now the big question becomes how to find those employees.With unemployment remaining high, there is the thought that manyemployees are sitting on the sidelines waiting to be acquired.While this may be true, it isn't always the case. Another school ofthought suggests that seeking those with experience, especiallywhen it comes to claims knowledge, can be the salvation of theorganization. Again, this can be true but often is not.

Some of the best hires I have ever made had no experiencewhatsoever. Some of the worst had extensive experience with yearsof bad habits that become increasingly difficult to change withtime. There have also been those with experience who wereinvaluable to organizational success.

The Right Fit

Perhaps this is why finding the right fit for any organization,and especially claims organizations, can be very difficult. I will share what has worked for me, as well assome thoughts from others on what has worked for them. Of course,our success is not a guarantee, but hopefully it can provide aroadmap that will help others seeking improvement.

Some organizations lay out a requirement for college degrees,with a specific grade point average. While there are manysuccessful people who do not have college degrees, this can bebeneficial to claims organizations where staff must understandtorts while interpreting contracts and laws. I have found thatrequiring a degree with a 3.0 grade point average, while not thesole criteria, can be a good baseline for identifying those likelyto be successful in claims.

Aside from education, it is often beneficial if candidates haveexperience in character building jobs. For example, I worked my waythrough college waiting tables, tending bar, and doing a variety ofoutdoor work under the blistering Phoenix sun. While they weren'tglamorous, the jobs built character and taught important lifelessons. Balancing studying and work is also a good precursor tothe often-chaotic life inside claims organizations.

It is also important to differentiate between types of positionsbeing filled. While the college degree can be a benchmark used toidentify candidates, consider that it may be trumped by experienceif the person is to handle toxic torts or other complex claims. Butalso consider that the vast majority of claims aren't that complex,usually involving auto accidents, general liability, or workers'compensation. Claims categories can be simplified even further tothe material damage claims that make up the bulk of what comesthrough the doors of most claims organizations.

In addition to setting benchmarks such as education andexperience, some managers look to preemployment testing. Thesetests are used to screen job applicants and can include testing ofcognitive abilities, knowledge, work skills, physical and motorabilities, personality, emotional intelligence, languageproficiency, and even integrity.

Companies utilizing such tests have found that they increase theprobability of success on the job, reduce turnover, save time inthe search and recruitment process, and improve morale. Considerthat while skills can be trained, attitude cannot, and such testscan fill an organization with positive attitudes, the foundation ofsuccess.

Personality Traits

One of the most popular personality tests in the world is the Myers-Briggs TypeIndicator (MBTI), a psychological-assessment system based on thework of psychologist Carl Jung. Two and a half million Americans ayear take the Myers-Briggs. Eighty-nine companies out of the U.S.Fortune 100 make use of it for recruitment and selection or to helpemployees understand themselves or their coworkers.

Often the testing can identify traits that may not come out inthe interview, where candidates often put their best foot forward.Some lines of questioning may inquire about potentialemployees:

• Need for stability
• Orientation toward innovation versus efficiency
• Ability to embrace a diversity of ideas
• Capability to be flexible versus rigid
• Goal or process orientation

Of course, there are no right or wrong answers, but the testingprovides the ability to best match a personality profile with thegoals of your organization. For example, if you are a growing andinnovative company, it might not be the best fit if the employeelikes the status quo and is adverse to technology.

The use of this type of testing becomes evident as the corporateculture gels. Case in point, Southwest Airlines has used the testfor years according to Employee Benefit Adviser. Southwest also hasexhibited an organizational transition from ordinary toextraordinary described in Re-Adjusted. Those who have flown the airline, known for their “warrior spirit,servants heart, and fun-loving attitude,” can likely attest to theSouthwest employees being different from the competition.

While this testing is no guarantee of success, it is anotherarrow in the quiver that can be used to gain a competitiveadvantage. Certainly some companies have a fear of such testing; avalid concern when not properly administered. To allay those fears,it is critical that when using such tests that they are valid,reliable, and do not violate equal opportunitylaws.