What are the six characteristics of "people who can work"?

When a company adopts new talent, in order to make a reference to the ability of that person, and to find excellent talent efficiently in a limited time, in JapanSPI General InspectionThe aptitude test focusing on is used. In the United States as well, there are similar inspections, and among them about 90% of enterprises, in order to grasp the image of the applicant,Myers-Briggs Type Indicator(MBTI) is widely used, but evaluation by MBTI is pointed out by many psychologists as "poor relevance to performance in the workplace", and according to the reliable judgment criteria It has not been said. In the research carried out by Professor Ian McRae and Professor Adrian Farnham, psychologist at the University of London on the relationship between work performance and personality (personality), it is clear that there are six features for those who can work It is getting on.

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Mr. McRae and Mr. Fernam have identified the six features that lead to success in the workplace, although they are in the process of research. Also, it is also known that there are optimum values ​​for each of the six characteristics, and if there are extremely strong ones, that element may be a disadvantage.

Mr. McRae said, "The required features are different depending on the work content, so the six features do not apply to all jobs, and we summarized the six characteristics that leaders wanted in general companies," I am talking. Mr. McRae and Professor Farnam mentioned the "6 people who can work" features as follows.

◆ Integrity
A person with integrity indicates a person who can keep promises and can work as planned. Honest people can suppress impulsive behavior, so you can keep on making correct decisions in the long run. Integrity is indispensable to keep the best choice in the company, but beyond the degree of honesty there is a possibility that it will be evaluated as a hard and unflexible person.


◆ Adjusting power to rule itself even in uneasy scenes
People with this ability can easily deal with the pressures that will spontaneously without affecting their actions and decision-making even in the face of uneasy scenes. People with weak characteristics tend to have a decline in job performance, but they can mitigate the impact simply by changing their mindset. That way of thinking is to rethink "stressful growth" as a stressful situation. By thinking like this, we can get out of the negative situation and regain the performance of the work.

◆ Resistance to ambiguity
This shows whether you want to clarify all processes until the task can be accomplished or you can proceed in an unknown state when given an unknown task. People with high tolerance tend to work on incorporating a lot of opinions to solve problems. For this reason, it is possible to grasp the problem from a multifaceted viewpoint and to increase the possibility of dealing with the problem appropriately.

In addition to the low resistant people, you tend to have a McRae said, "They are absolutely thinking. For example, when the low resistant people to explain the selling point of the product to someone, trying to understand the complex selling points There is a possibility of trying to change to a simple selling point without forcing it, which may be a typical of a bad leader. "


Mr. McRae points out that "people with low resistance are not necessarily disadvantages". According to Mr. McRae "For example, if we have to solve the problem in an environment where severe restrictions have been imposed, we can not make bold responses. In such situations we need to adopt an orderly approach There is. "

Curiosity
Recent studies show that curious people are interested in new ideas and bring many benefits to the workplace. Since curious people can motivate new things ambitiously, job satisfaction is high and it also leads to a reduction in fatigue. However, when the degree of curiosity passes, the change of feeling becomes intense and there is a possibility that the movement to another project is repeated without looking at the completion of the project.

◆ Motivation to challenge for risk
Even with a motivated person, even if it is obvious that it will be in a difficult situation if going ahead one step, proceeding forward thinking that "If you solve this problem, you can gain long-term benefits" I can. Having this ability makes it possible for managers to take actions in order to gain great profit even in harsh scenes, so it is said to be necessary abilities for managers.


Competitive spirit
People with a competitive edge can change their strong feelings of "I do not want to lose" to motivation, which increases the likelihood of a successful work. However, if this ability is too strong, you may get dissatisfied with team members and invite your team to collapse.

Mr. McRae talked about the six features, "People who have all these capabilities in the optimal range will be close to zero, but there is nothing wrong with a team who has a complement to the faults in the team." It is said that when doing work it is important to do it not by one person but by a team that compensates for faults.