There’s a place for the term, “manager”, but I don’t like what it’s come to mean. “To manage” has come to mean being responsible for processes, schedules, inventory, projects and people. One can manage most anything, but we should not be managing people.
I don’t want to be “managed”. I’m not a thing to be directed, changed and ordered about like some factory robot. I am a human and, as such, I need – and deserve – more than being handled in the same manner as an object or an idea.
Assessing job candidates is a growing industry as organizations look for ways to reduce the risks of making poor hiring decisions. The risks can be considerable. Some estimates have put the cost of a bad hire as one-and-a-half to three times their annual salary. Assessments of job competencies, leadership abilities, and personality are routinely used to try and ensure a good person/job/organization fit. Increasingly, personal values systems assessments are also being used as a way to ensure alignment between the candidate’s values and the organization’s culture.
Values Guide Behavior
Value systems can be likened to complex belief systems about what is desirable and important, and what is not. These value systems represent core intelligences that guide behaviour. Such values impact on life choices, by acting as a decision-making framework. A system for assessing and reporting on personal values was put forward by C. Graves and refined and popularised by D. Beck and C. Cowan who used the following color codes to denote different valuing systems.
