ANALYSIS: Recruitment - Rembrandt test looks to paint perfect PR pro. - Do you prefer small groups or large? Would you consider yourself a steady or dynamic person? Your answers to these questions could provide a clue to whether you'd make a good

Can a personality test - one originally intended for married couples - solve the talent shortage that is currently vexing the PR industry?

Can a personality test - one originally intended for married couples - solve the talent shortage that is currently vexing the PR industry?

Can a personality test - one originally intended for married

couples - solve the talent shortage that is currently vexing the PR

industry?



Let's not get carried away. That's not what the Council of Public

Relations Firms is claiming for the new personality-screening tool for

PR pros.



Rather, the new test - or 'profile,' as its creator, Empowerment

Concepts, calls it to avoid any suggestion that someone could pass or

fail - was designed at the Council's request to help firms assess the

likelihood that job candidates from other professions have what it takes

to make it in public relations.



Empowerment Concepts, a nine-year-old San Francisco firm that produces

similar tools for a wide range of industries, calls its product the

'Rembrandt Portrait.' 'What we're trying to do is identify the potential

of the person,' says Dr. Michael Santo, chairman and CEO of Empowerment.

'The profile is what we call a 'screen-in tool' not a 'screen-out

tool.'' That means it's designed to be given to candidates a firm might

be seriously considering, not something to hand to every applicant who

walks through an employment-office door.



Santo notes that his Rembrandt has had rave reviews in other fields.



Of the more than 500,000 people who have taken it since 1991, 93% who

showed the right traits for a given profession have succeeded when

hired, while only 48% of those who did not score well have met job

requirements.



Santo created the profile for PR by testing 16 PR pros - identified as

high achievers by their firms - sent to him by the Council. Their

results showed that traits like being able to multitask and work

independently were possessed by successful PR people.



The test will be available to CPRF member firms for dollars 125 and

non-member firms for dollars 200 per candidate. The fee will go to

Empowerment, which will provide an analysis of results within an

hour.



Lynn Casey, chair-elect of the PRSA's Counselors Academy, which is

working to create an online orientation program for non-traditional

hires, thinks the new test is worth a try. 'Any proven process that

results in quicker identification of high-potential candidates will be a

good thing for this industry,' says Casey, also COO of Padilla Speer

Beardsley.



Council president Jack Bergen thinks PR firms need such a tool to

overcome lingering doubts that people from other lines of work can't cut

it in PR. Agencies have 'seen somebody not make it in the past, and that

becomes the touchstone' when considering hiring from outside the

business, says Bergen, who served in the military before coming into PR.

'I think it's crazy for us to miss out on the talent out there coming

out of government and elsewhere.'





The test in action



Christine Boehlke, co-CEO of San Francisco-based Phase Two Strategies,

has been using Empowerment to test potential hires for several years and

is so happy with the results she recommended the firm to the

Council.



'We swear by it,' she says of personality profiling. 'We consider that

test to be, plus or minus, in the high 90s (percent)' in successfully

predicting whether candidates will do well at the firm.



PRWeek took the Rembrandt Portrait for a test drive, and found it easy

to use and challenging at times, but it's not too difficult to ascertain

which character traits the test is probing for. The test favors

impulsive, innovative decision-makers who can multitask and get

enjoyment from influencing other people. Introverts who take a

methodical, structured approach to their work will score poorly.



While they haven't had a chance to try Rembrandt, other pros agree the

business needs to draw from a wider pool of potential candidates. In

today's tight job market, agencies are looking wherever they can to find

new talent.



Feinstein Kean Healthcare, a Boston-based Ogilvy subsidiary, routinely

looks to academia to hire new staffers to deal with its biotech and

pharmaceutical clients, says VP Gretchen Schweitzer.



Ogilvy is doing so much hiring from nontraditional fields that it began

a new training program this year dubbed PLATO - Partners Learning and

Training Ogilvy, says Angela Scalpello, director of training and

development.



The program includes 12 workshops on such PR topics as effective

communications and PR business basics. Employees attend a new workshop

every two weeks for six months.



While not using a test to screen candidates, Scalpello says she

routinely asks candidates 'behavioral focus questions.' That might mean

asking someone for an example of when he has been persuasive in his job.

Ogilvy beefed up its staff from 441 to 699 last year, so it's always

looking for new sources of capable potential PR pros, Scalpello

notes.



Bob Kornecki, EVP/central region president at Edelman, has 340 PR people

in Chicago but wants to add 35 more. He has three full-time people

working on recruitment. Edelman has expanded its Midwest recruiting from

Chicago to places like Minneapolis and Des Moines. Bergen estimates most

firms have staffing deficits of 10%-15%.



Kornecki is part of a group of Chicago-based firms that have agreed to

work with the Council to target other industries for recruitment efforts

(PRWeek, May 29). The Chicago group decided to work together on

recruitment from other businesses to stop 'stealing from each other,'

Kornecki says.



Besides, he adds, 'there are only so many people willing to leave' one

firm for another. Indeed, Empowerment's Santo says people willing to

job-hop within an industry often aren't the best performers: 'You're

getting the marginal performer who's just looking for a sunnier place to

park.'



Al Wann, past chairman of the IABC and someone involved in filling PR

positions in his role as head of the Washington, DC office of the Cantor

Concern, says he's seeing more calls by PR firms for mid-level people

with a good sense of how business works.





Who needs a PR background?



'I don't think having a traditional PR background is necessary anymore,'

he contends. As for Rembrandt, he says 'any tool that comes online is

worth looking at,' but in the meantime, when he's trying to fill a PR

position, he looks for candidates who are creative, have a good sense

for business and can write well. One drawback of the Rembrandt Portrait

is that it does not test writing ability, although it does ask some

vocabulary questions.



Frank Wylie, professor emeritus at Cal State Long Beach, spent 32 years

in PR with Chrysler and agrees emphatically with Wann's assessment: 'You

want people who think widely, who think outside the box.' He routinely

hired people from outside PR when he was at Chrysler and even broke some

gender barriers in his day, putting a woman in charge of PR for

Chrysler's New York office in the mid-1950s.



PR firms shouldn't get hung up on whether a candidate has been in the

business before, Wylie says. But he also thinks the industry needs to do

more to make PR attractive to people thinking about career changes.



'Unless the field looks attractive, there's not a great deal of reason

to go there,' Wylie says. No test, no matter how good, is going to

change that.



The Council seems to realize that. Kornecki and other Chicago firms are

already working on a project for the council to determine how to attract

candidates from such fields as healthcare and hi-tech. Their efforts

will form another part of the Council's efforts to broaden the potential

job pool for the business by giving it a road map for the PR business to

do some PR of its own.





GETTING TO KNOW YOU: SAMPLE TEST QUESTIONS



1. Choose the one you think is most TRUE or most LIKE YOU.



- Sometimes tense and anxious



- Will persist to the completion of every job I start



- Steady rather than dynamic person



- Likes large gatherings



2. Choose the one you think is most TRUE or most LIKE YOU.



- An extremely reliable individual



- Can get emotional



- Prefers small groups to large



- A group leader



3. Choose the one you think is most TRUE or most LIKE YOU.



- Am usually intense



- If someone gets ahead of me on a line, I will speak up



- Will not rearrange a plan for a small saving



- A 'set-price' policy is better than bargaining



4. If you are sure your opinions are right, it is OK to state them as

fact.



- I strongly disagree



- I agree somewhat



- I agree



- I strongly agree





SOURCE: Empowerment Concepts.



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