career preferences model

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The Holland hexagon, image source: seriousjobseeker.com
Holland Codes represent a set of personality types described in a theory of careers and vocational choice formulated by psychologist John L. Holland. [1] Holland's theory argued that "the choice of a vocation is an expression of personality" and that the six factor typology he articulated could be used to describe both persons and work environments. [1] His typology provides an interpretative structure for a number of different vocational interest surveys, including the two measures he developed: The Vocational Preference Inventory and the Self Directed Search. His model has been adopted by the U.S. Department of Labor for categorizing jobs relative to interests. [2]
Holland's theory does not assume that a person is just one type or that there are "only six types of people in the world." [1] Instead, he assumed that any person could be described as having interests associated with each of the six types in a descending order of preference. This assumption allows the Holland Codes to be used to describe 720 different personality patterns. As the theory is applied in interest inventories and job classifications, it is usually only the two or three most dominant codes that are used for vocational guidance.
In presenting his theory, Holland graphically represented the six types as arrayed on a hexagon.[1] This graphic representation serves to describe the empirically determined correlations between the types. The shorter the distance between their corners on the hexagon, the more closely they are related.
Taken together, the Holland Codes are usually referred to by their first letters: RIASEC.
The six personality and work environment types described by Holland are as follows:
• Realistic - practical, physical, hands-on, tool-oriented
• Investigative - analytical, intellectual, scientific, explorative
• Artistic - creative, original, independent, chaotic
• Social - cooperative, supporting, helping, healing/nurturing
• Enterprising - competitive environments, leadership, persuading
• Conventional - detail-oriented, organizing, clerical
PERSONALITY AND VOCATIONAL CHOICE: HOLLAND'S MODEL
B. Holland's Theory Four working assumptions constitute theheart of the theory (Holland, 1973):"1. In our culture, most persons can be categorizedas one of six types: realistic, investigative,artistic, social, enterprising, orconventional. [The more closely a personresembles a particular type, the more likelyhe is to exhibit the personal traits andbehaviours associated with that type]" (P.2)"2. There are six kinds of environments: realistic,investigative, artistic, social, enterprising orconventional. Each enviroment is dominatedby a given type of personality, and eachenvironment is typified by physical settingsposing special problems and stresses." (P.3)"3. People search for environments that willlet them exercise their skills and abilities,express their attitudes and values, and takeon agreeable problems and roles." (P.4)"4. A person's behaviour is determined by aninteraction between his personality and thecharacteristics of his environment. . . [Thepairing of personality types and environments]
leads to forecast some of the outcomesof such a pairing. Such outcomesinclude choice of vocation, achievement,personal competence, and educational andsocial behaviour." (P.4)Based on these assumptions Holland definesthree variables which are hypothesized toenhance the validity of predicting vocationalchoice, stability, satisfaction, and achievement.The three variables are congruence, consistency,and differentiation (homogeneity). Congruenceis defined as a matching of personality with
environment. Holland assumes that some personalitytypes complement with other whileothers conflict. He defines a consistent personas one whose two highest personality types arecomplementary (adjacent on the hexagonalmodel, see Fig. 1); if the top types are in conflictthe person is inconsistent. Differentiation (homogeneity)
is the magnitude of the differencebetween the highest and the lowest scores on thesix variables used to determine a person's resemblanceto a personality type.
An assessment centre will have a standardised process for evaluation of behaviour using multiple inputs. These centres need well-trained process observers and robust techniques are used. Compared to normal interviews, at assessment centres judgements about behaviours are made by not one but many, using specifically developed simulations. Data is pooled by the assessors or by a statistical integration process. Trained assessors observe and evaluate candidates on their relevant managerial qualities, while those candidates are performing a variety of situational exercises. Assessment centre exercises (e.g., role-play, in-basket, fact-finding and group discussions), intend to measure dimensions such as leadership, planning, sensitivity, problem solving, and many others. Assessment centres serve three main human resources functions: Selection and promotion Diagnosis (e.g., identification of training and development needs) Development (i.e., skill enhancement through simulations). The following dimensions are normally assessed in assessment centres: Planning and organising Leadership n Analytical Problem solving Sensitivity Decision-making Creativity Sociability Management control and delegating. For success of the centres, assessors have to demonstrate the capability to observe and record the behaviour of candidates. This is demanding as assessors have to understand the difference between merely looking for concrete verbal and non-verbal behaviours and interpreting these behaviours. They should be able to withhold early judgements. These days video is frequently used to aid assessors in gathering behavioural information. Assessors should be able to organise their behavioural observations by job-related dimensions. This means indicating to which dimension each behaviour belongs. Another skill involves accurate rating of candidates on dimensions. They should have the ability not to make comparative judgements. This is critical. Assessors should demonstrate the ability to integrate information from various exercises and be able to discuss the ratings with fellow assessors. Finally, they have to write formal reports and give feedback. Studies reveal that if assessment techniques are robust, targeted, well-designed and properly implemented, then grouped together this multiple assessment technique can be the most valid and reliable approach when compared to single-method approaches—such as interviews and personality questionnaires. Although setting up an assessment centre can be costly, the cost is worth it if one considers the risk minimisation of recruiting the wrong person. Costs can be higher when organisations spend money in buying expensive off-the-shelf tools which tie them into an additional cost. Often these products are mis-aligned with competency models. Another cost is the time commitment required from internal participants and managers who play assessor roles. The main advantage of assessment centres is that it allows key job success behaviours to be directly observed and measured. Designed and run properly, they provide a window to cross-check or challenge information gained through self report measures such as interviews. For example, someone may outline a ton of experience (e.g. leadership experience) in a behavioural interview, but in a group exercise they are observed to dominate, do not listen to others and ignore the quieter group members. Assessment centres are powerful and are becoming increasingly popular. Organi-sations which have growth plans coupled with the desire to get people to man positions from within, should get started on assessment centres.
A career development professional will use a personality inventory to identify your personality type. This instrument will measure your individual traits, motivational drives, needs and attitudes. The Myers-Briggs Type Indicator (MBTI) is a personality inventory that is widely used to help people make career-related decisions.
The MBTI, which is based on Carl Jung's psychological theory, was developed by the mother-daughter team of Katharine Briggs and Isabel Briggs Myers. Jung categorized or "typed" individuals based on their preferences, or the way they choose to do certain things. Jung said an individual's preferences remain consistent throughout his or her life. He theorized that there are four pairs of opposite preferences that indicate how an individual:
• energizes (Extroversion v. Introversion),
• perceives information (Sensing v. INtuition),
• makes decisions (Thinking v. Feeling) and
• lives his life (Judging v. Perceiving).
Four preferences — one from each pair — make up someone's personality type. This is indicated by the four letters that refer to each preference (note the letters in bold type above). There are 16 different personality types in all:
ISTJ, ISFJ, INFJ, INTJ, ISTP, ISFP, INFP, INTP, ESTP, ESFP, ENFP, ENTP, ESTJ, ESFJ, ENFJ, and ENTJ
Each personality type is unique. It is the combination of the four preferences that make you who you are, not the sum of them. Being one type, rather than another, does not bring with it any special status. It is not better to be an ISTJ instead of an ESTJ, for example. An ESTJ may function better in certain environments than an ISTJ would, while the opposite would be true in others. Many career planning experts believe that when you know your personality type, as discovered through using the MBTI, you can make better decisions about your career.
The MBTI must be administered by a qualified career development professional, psychologist or other mental health professional. The Center for Applications of Psychological Type (CAPT) administers the test online for a fee which also includes a one hour feedback session. Isabel Briggs Myers, co-creater of the MBTI, was also co-founder of CAPT.
The professional who administers the MBTI and provides your results will give you a report that includes your four letter code. The report should also give you a definition of all 16 codes. If you are using the MBTI to help you with career choice, be aware that while the entire code is important to know, the middle two letters (indicating how you perceive information and make decisions) are the most significant. You can also receive a career report that includes a list of occupations that are most popular for those with your personality type, as well as those that are least popular.