The first element is “Energy,” which refers to the energy that an individual invests in the outside world and expresses the self-confidence and enthusiasm inherent in the interpersonal context. There are two aspects to energy. One is Dynamism, which is to assess whether an individual likes to be in contact with people, is full of energy, and often feels positive emotions. High scorers are very talkative, confident, and enthusiastic. They like to attract attention, while those with low scores are quieter and do not like to have too much contact with the outside world. The second is “Dominance,” which is to assess whether an individual is dominant, whether he likes to be a leader or coordinator and to become a human focus. High scorers like to be dominant, use their ideas and requirements to influence others, and low scorers are modest and embarrassing. The second element is ‘Agreeableness,’ which refers to the attitude of the individual to other people, including altruism, concern, and emotional support. There are two aspects to the ease of use. One is Cooperativeness, which is to assess whether individuals tend to participate, cooperate, coordinate, and connect with others. Is it sensitive to the needs of everyone? High scorers are willing to cooperate, sensitive to the needs of others, and low scorers like to fight for their interests.
The second is “Cordiality,” which is to assess whether an individual has a warm and friendly attitude, whether he is willing to support others, and respond quickly to other people’s problems. High scores are understanding, friendly, and helpful to others, and low scorers are unwilling to help others and selfish. The third element is Conscientiousness, which refers to the organization, persistence, and motivation of the individual in the behavior of the target, including accuracy, reliability, responsibility, willingness to be successful and resilience. Responsibility has two aspects. One is Scrupulousness, which is to assess whether individuals will carefully consider and pay attention to details when doing things. High scorers are cautious, thoughtful, logical, mature, low-scoring people sloppy, speaking and doing things recklessly. The second is “Perseverance,” which is to assess whether an individual has a strong fighting spirit, perseverance, and will not give up on work tasks. High scorers have strong fighting spirit, focus on work, have strong resilience and perseverance, low scores are lazy, irresponsible, and often halfway. The fourth element is ‘Emotional stability,’ which refers to the individual’s control of emotions, including features related to anxiety and emotional problems. Emotional stability consists of two aspects. One is ‘Control of emotions,’ which is the ability to assess an individual’s avoidance of anxiety, or irritability such as vulnerability, discomfort, and depression. High scorers are emotionally balanced and stable, and can effectively deal with their emotions in stressful situations. Low scorers are prone to panic and emotional out of control under pressure. The second is ‘Control of impulses,’ which assess the ability of individuals to control impulse responses, such as anger, anger, and anxiety. High scorers can show balance, calmness, patience, and self-control in any situation. Low scorers can’t resist impulsiveness and easily pursue short-term satisfaction. The fifth element is “Open-mindedness,” which refers to an open mind about new ideas, the values of others, and the individual’s feelings. Openness consists of two aspects. One is “openness towards culture,” which is to assess the degree of openness of individuals to culture and knowledge. High scorers have a wide range of interests, preferring novelty and diversity rather than familiar and conventional things. Low scorers are old-fashioned and unwilling to try to change. The second is the “Openness towards experience,” which assesses tolerance for differences and openness to different values, lifestyles, and cultural backgrounds. The high scorer’s new stimulus is tolerant, likes to challenge traditional ideas, low scorers like to follow the rules, are conservative, and obedient.
If you are interviewing a supervisor, in the dimension of “doing things,” the ability to examine the requirements of the position may not be enough. According to the personal leadership framework, the interviewer’s experience should also be paid attention to. If he has experience in the role of the manager in the previous company, if the size of the team that was once managed is equal to the team to which the job is applied, then it is more advantageous. Regarding “being a person,” quality, personality, and intelligence are also crucial. The requirements of the directors of R&D positions and the supervisors of sales positions will be different concerning personality traits. The last item is “motivation.” Everyone’s motivation for job-hopping varies greatly. Some are to actively seek better development, get higher positions and treatments, and others because of bottlenecks in the development of the original company. The people are for business, family or private reasons. Managers are critical to a team, so it is especially important to determine whether a job seeker’s job-hopping motivation is consistent with his or her career development and values. Some people may think that the ‘traits’ mentioned above may be thousands of people. It is difficult to have a unified standard to judge. There are indeed such problems, but it is not without a clue. One test is called the “Big Five Personality Test.” The subjects answered 120 single-choice questions online. The answer options for each question are from low to high. After the answer, there will be a big one. Five personality test analysis report. This report provides a measure of the five dimensions of personality (energy, easy-going, responsible, emotional stability, openness) that are consistent with the broadly recognized personality classifications in the industry. Of course, the test results are based on the description given by the subject, and the description of his personality and behavior does not necessarily reflect what others think of him.
Therefore, the accuracy of the results depends on the degree of seriousness of the respondent’s response and the clarity of his understanding of himself. I have done this test myself. The results of the test are highly consistent with my understanding of me. The description of personal shortcomings in the analysis report is very straightforward and straightforward. Some personality problems that others cannot see will be resolved. Of course, some people think that the report does not describe himself, or is not consistent with what he thinks, which is very common. I was in a previous article, ‘Why is it so difficult to communicate with people?’ As mentioned in it, everyone has three ‘I,’ one is the real me, the other is the one I think of myself, the third is the one in the eyes of others, and there are often differences between the three. If you do a big five personality test seriously, then the result of the test is basically ‘real me,’ but it is also likely to be different from ‘I think of me’ if you report to others, others You may feel different from what you know.
I could help in several ways. Realizing that cultural differences are the first step in “acceptance.” Once we can realize that the specific behavior of others is derived from their cultural background, we can understand the understanding. With this understanding, we can continue to move forward and accept the fact that we have to face different things. By this kind of acceptance, we can find ways to “organize” the work around them. Empathy means ‘put yourself in the position of the other person.’ People with strong insight tend to be good listeners. They are more able to experience and feel the experience and feelings of others. This stronger understanding helps people better cross-cultural collaboration. Fully open (or sincere) means that I have an idea in mind about something (an object, a situation). If I am 100% free, I will share what I want in my mind to share with you. I will share any information I think of with you; I will not change or conceal any of the critical information. Openness helps people understand each other. It helps the team check what is going on and make adjustments for the purpose. Transparency is the key to building trust between team members. Not only do you have to work together to achieve a solution, but to be transparent and share performance, which is more critical to the distributed team. If the opinions and behavior of any team member do not resonate with your culture, then you should become transparent and share your views. We should create a bridge and a process to bridge the cultural gap, but trust is more important if the process is tailored to the way you work, so trusting others is more valuable than following the procedure.
