Identifying Difficult People

The skills at the work place can be broadly divided into 3 groups:

1. Technical Skill - mainly in relation to the production of products, either physical or services.

2. Human skill - or social skill, it is about maintaining harmonious relationship with other co-workers. The skill helps to bind the people as a team and works to achieve a common goal.

3. Conceptual skills - about abstract constructs or ideas.

One of the skills within the human skill is on how to deal with difficult person. Unfortunately we will meet a person who appears to enjoy making things difficult for us. A difficult person can fall into the following categories.

a. Hostile person - he or she is the kind of person who look at you as an enemy. Always looking for an opportunity to hit at you and constantly looking for your faults. He may have some of the sought after qualities, such as confidence or fluency in his speech, and he tend to look down and even bully those who are not within that category.

b. The constant moaner - this is the person sitting next to you who constantly moans and complaints. He complaints about the bosses, his colleagues or even his own workers. He may have the wrong perception that he is the better of the lots. The the constant complaints, he seem to be powerless to incur changes.

c. Unresponsive individual - this is a person who live in his own small enclosed world. He tend to do as little as possible . Possibly he is so afraid of making mistake and blamed for his action and put a facade to hide his lack of knowledge.

d. Know-all - He is looking for recognition and refuse to accept that he may not be knowledgeable.

e. Indecisive - he does not seem to be able to make decision. Or worst still, he changes his mind every few hours. He may be trying to analyse and get the best answer. As data may not be readily available, he cannot decide as yet.

These are some of the quoted examples of difficult people. May be we can help to avoid the pitfall.

competency framework

Organization normally builds its own competency framework to support it business. The components of the framework will be:

- competencies definition

- competencies level

- the clustering

The framework can be arranged in the following way:

- the core competencies that cut across the organisation

- the functional competencies

- the role competencies

1.0 DEFINITION

a.The underlying characteristics of a person which result in effective and superior performance in a job (Kemp 1980)

b. an underlying characteristics of a person that contributes towards job performance.( Boyatzis(1982)

c. Competency is a set of behaviour patterns that the incumbents needs to bring to a position in order to perform its tasks and functions with competence. ( Woodruffer ( Rosemary boam)

- it concerns with behaviour, it is overt,

1.2 Importance of definition

- to guide the search for the specific competencies( rosemary brown mcgrawhill(92).

- enable theoritical contributions

1.3 Competencies and technical skills

Boam suggested that technical skill to not mixed up with competencies.

1.4 Generic Competencies

Universal competencies for ‘ top management’ ( Thornton and Byham 1982)

oral presentation

written presentation

organisation sensitivity

Organisation awareness and adaptibility

delegation

risk taking

negotiation

creativity

1.5 Supra competencies ( Dulewics 1989)

The competencies are clustered

- Intellectual strategic perspective

- analysis and judgement

- planning and organising

2. Interpersonnal persuasiveness

- asseriveness

- oral communication

3. adaptibility

4. Result orientation - energy and iniatives

- business sense

- achievement motivated

1.6 Competencies clusters

By domains

- cognitive

- human

- technical professional

by roles -

- leadership

1.7 Determinants of competencies

1.8 Future Orientation

2.0 EFFECTIVE JOB PERFORMANCE

The effective job performance is the interactive result of three factors:

- Individual competencies

- Job Demands

- Orgnisational Environment

Effective job performance is the attainment of the specific results required by the job through specific action whilst maintaining consistency with policy and procedure.

Boyatzis (1982)

2.0 IDENTIFYING COMPETENCIES

The purpose is to identify the required competencies for the job.

It involves job analysis method.

Technique:

-structured- position analysisi questiomaires

- semi structured- Critical incidents

3.1 ANALYSIS METHODS

a. observation

If unsufficient time, observation to be limited to good employee.

b. Diaries

The actual task per they day are recorded on hourly basis.

c. interview.

structured or unstructured.

d. Critical incident technique

longest established method, 50 years

Describe the occasion you did extremely well.

ASSESSING COMPETENCIES

To measure the extends to which the competencies are held by the individuals

a. analogous method

use of activities directly related to the job- eg groupexercise/ role play,psychomotor

b. analytical method

c. reputational approach

Use othe rpeople to access competencies, reference , supv

d. miscellaneous approach.

COMPETENCY ENGAGEMENT

Objective.

To develop the staff competencies to meet the future needs of the company.

Conceptual Approach

1. Identify the critical future job family

- Strategic

- Tactical

- Operational

2. Identify the competency profile for the job family

3. Assess the staff competency

-it is further divided according to the function.

Job skills - as you can easily develop your personal skills inventory

Before you send in an application, consider your own personal and professional strengths and weaknesses to write a review. Knowing which areas are your strongest gives you trust, and your will impress future employers. And to know your weaknesses helps you avoid, come from so overconfident or cocky - trains, which can be a turn-off for employers who look set to someone that fits well with their organization.

Inventory your skill set

If you do not know what are your skills, you need to show a hard time an employer, what are your skills. This may seem obvious, but many people are so modest is accustomed to their skills and accomplishments, that it is not even time identify their skills take, let alone develop the ability, they present to others. You can be have modest - it is indeed important, as well as your set of skills and abilities while you show (but not show).

You want not as inflated come from, or think you are "everything, what", but neither should your skills in a certain downplaying self-deprecating. If you will be asked about your strengthen, or what sets you apart from other candidates, confident, direct response be prepared with one. Also should your CV and write to an understanding of your strongest skills and points appear selling point.

Hard skills, soft skills

Generally, skills can be divided into two main areas:

"Hard" skills are specific, task-oriented skills, which can be measured and quantified. Enter the height of the qualification or certification with a software application or mechanical equipment, speed, etc..

"Soft" skills are more intangible, but equally important. A team player, without supervision will work and an "even" Starter (identify and do things, which must be carried out automatically) are all examples of soft skills such as organization, enthusiasm and communication skills.

Here some tips for making an inventory are skill set of your:

Previous employment

Make a complete list of all your past employers and the skills you at all the positions, learned that held you. Provide even seemingly trivial details. You have to learn how to fix the copier when it broke? Set in the list under mechanical skills. Were the purchase of ice cream cake, if someone in the retirement or a baby? Listed by vendor relations.

Hobbies

It may seem frivolous, but make a list of your hobbies and recreational activities for your entire life and see the skills you acquired. If you were responsible for the persecution of the average values for a Bowling League, or games for a church or Office softball team plan, shows that not only a talent for organization, but also initiative in volunteering to take over.

And the nature of the school activities can also be said hard range chosen you (or an employer) much about themselves. Were you in the Committee? Writing for the school newspaper? Member of the chess club or planning of Homecoming dance? All these activities require specific interests and specific knowledge instill. And you never know what seemingly small detail meant a lot for a potential employer.

What do you want

Take a hard look at the list of things you'd like to do and things to do you good. It can give you some new insights about the nature of the career that you would be most appropriate. And choose the skills on your list, specifically specified on the applicable job you are looking for. If you a way to working your resume, cover letter or interview in can find, you are your ability to sell to strengthen your suitability for the job to a potential employer.

If you see, look at it

Knowledge, your skills is only the first step. The next step is the certainty that your prospective employer knows it. After you have gone skill set and familiar with her about your, you are in a better position, immediately answer skill-related questions with answers, the employer, which you see in your career command of your skills set and ready show, are to bring it to bear.

John Glover for years helped people find work. On his website [http://blog.freejobhuntingtips.com], he offers tips on how to find and keep that perfect job. If you go from "Fired" "Hired" of tomorrow want to register then you in John's free 10 day job hunting course today at http://www.freejobhuntingtips.com