Hiring Happy Employees


With all the apptitudes, skills, and traits for which managers can test applicants, there is still one thing that’s usually not tested for but that perhaps should be—at least if some recent research findings are valid. Particularly in companies being rocked by downsizings and competitive pressures, there’s something to be said about hiring people who are inclined to remain happy even in the face of unhappy events.

Basically, happiness seems to be largely determined by the person’s genetic makeup—that, in other words, some people are simply born to somewhat happier than others. The theory, in nutshell, says that people have a sort of “set point” for happiness, a genetically determined happiness level to which the person quickly tends to gravitate, no matter what failures or successes he or she experiences. So confront a high-happiness-set-point person with the prospect of a demotion or an unattractive leteral transfer, and he or she will soon return to being relatively happy once the short blip of disappointment has dissipated. On the other hand, send an inherently low-set-point, unhappy person off on a two-week vacation or give him or her a sizable raise or a new computer, and chances are he or she will soon be as unhappy as before the reward.

Like testing employees for any traits, coming up with a set of tests or interview questions to identify happier, high-set-point people requires careful consideration and probably the help of a qualified psychologist. However, the following might provide some insight into the tendency to be relatively happy:

Indicate how strongly (high, medium, low) you agree with the following statements:

  • “When good things happen to me, it strongly affects me.”
  • “I will often do things for no other reason than they might be fun.”
  • “When I get something I want, I feel excited and energized.”
  • “When I am doing well at something, I love to keep at it.”

Agreeing with more statements and agreeing with them more strongly may correlate with a higher happiness-set-point.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Characteristics of Managerial Creativity


The creative manager must be a creative human and an effective manager. He/she tends to be characterized by following group of traits:

1) Hunger for knowing curiosity, constant questioning; strong interest in stimulating ideas, theories, and philosophies, always wanting to know the ‘how’ and ‘why of things; strong interest in trying to understand people’s motives and behavior.

2) Sensitivity responsiveness to literature, arts and other fine and delicate things; interest in meeting interesting and sensitive persons; empathy for the suffering; responsiveness to beauty and elegance.

3) Complexity intuitively finding correct solutions; being a visionary; having odd, even conflicting ideas; moodiness.

4) Venturing calculated risk-taking; preference for starting own ventures; aiming big; striking out in one’s own.

5) Independence and courage questions the status quo or established order; sticking to core convictions; listens to experts but makes up own mind; clear and forceful assertion of feelings and viewpoints.

6) Reality contact initiative taking in finding out operating constraints; confidence in managing crisis; quick adjustment to new challenges and information; grip on reality despite fantasying.

7) Self-sufficiency absorbed in challenging tasks; confident in operating in alien situations; tendency to take on tough tasks; persistence in getting ventures accomplished.

The creative manager operates in a fairly tightly regulated system in which creativity failures may be penalized; creativity needs to be directed towards organizational requirements; almost all creative initiatives require approval from superiors and acceptance by colleagues and subordinates to succeed; the cynical need to be won over; opposition of vested interests to these initiatives needs to be neutralized; dedicated teams need to be developed to execute creative initiatives; creative initiatives need to confirm to evaluate and control mechanisms of the organization; changes and creative initiatives need to be synergized for maximum impact—so on and on.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight