Training—Investing in the Future
| Date | 01 July 1982 |
| Published date | 01 July 1982 |
| Pages | 10-11 |
| DOI | https://doi.org/10.1108/eb057267 |
| Author | Gunnar Beeth |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
Imagraph — A New Concept in
Recruitment and Performance Appraisal
by Gunnar Beeth
President, International Management Consultants, S.A.
A new system for evaluating potential employees or assess-
ing current staff for future promotions has just been an-
nounced by the Brussels based international management
consultancy, Imaconsult, S.A. Called "Imagraph char-
ting", the system aids both professional and non-
professional interviewers in evaluating and summing up
the real strengths and weaknesses of candidates for new
jobs or promotions by decreasing the tendency to make er-
rors of judgement in face-to-face interview sessions.
The method involves completing a series of charts that
document the desirable and potentially undesirable
qualities of a candidate and are designed in such a way that
nothing gets overlooked and each element of behaviour or
level of qualification can be assessed to build up a com-
plete picture of the person. It shows clearly whether the
person fits the specific requirements of the job opening.
Developed over years of practical interviewing, Im-
agraph charting takes the risk out of hiring and promotion
by its ability to relate the information gained in interviews
not just to how good or intelligent the candidate is, but
also to how his or her personality traits, qualifications, at-
titude and background match the job.
Two different sets of charts are available for the recruit-
ment of executives from outside the company plus a fur-
ther two sets for managers already working in the com-
pany. For recruitment purposes there is a fast appraisal
chart for initial interviews that is backed up by a more
detailed version which builds up a complete dossier on a
prospective candidate as the interview process proceeds.
The new method also brings a more systematic approach to
recruitment as different interviewers use the same charts
and overall comparison of candidates can be made.
For recruitment of executives from
outside and for appraising company staff
Similarly, the charts for existing managerial staff are us-
ed in the same way for periodic performance appraisal,
management development planning and management suc-
cession planning. The charts can even be used for self ap-
praisal, so that individual managers can assess their pro-
gress and chart their own success programmes.
The most important element of the charts is that a
manager who is recruiting or assessing a member of staff
has a system that he or she can follow logically that lets
them see visually the results of the interview or appraisal
session. This means that they can tell at a glance how the
person relates to the needs of the new job or what the
potential for further promotion or development really is.
Additionally, it eliminates a lot of the nasty surprises
about an individual that sometimes come after this person
has signed the contract of employment. It also takes away
what I call the "halo" effect. This effect occurs when some
of a candidate's weaknesses are not seen because one or
two outstanding qualities hide the weaknesses. Finally,
dif-
ferent interviewers can communicate easily and visually
with each other to compare their findings.
Anyone can quickly learn to use Imagraph charting on
their own without the need of outside services and advice.
In fact, completing Imagraph charts actually takes less
time than writing conventional descriptions of candidates
and employees, and the charts are not expensive compared
with the potential costs of poor recruitment — the most
complex set of charts costs £11.
Avoiding the "halo" effect
Using three colour pens, blue, red and green, the inter-
viewer can rapidly build up a visual picture of a candidate
by checking strengths and weaknesses, awarding them
highs and lows, plus relating them to their eventual worth,
or not, on the job. In this way the interviewer can easily
eliminate the person who, while a "nice chap", is unsuited
to a particular job opening or promotion.
Imagraph charts show professional qualifications of all
types,
from "experience and knowledge in computer
graphics" for an information processing manager, to "ex-
perience in incentive programmes" for a sales manager, to
give just two of the more than 250 different qualifications
that are outlined in the charts. Added to that they also
show personal qualifications, personality traits, relation-
ships with others, communication abilities and work
habits. There is even a set of instructions to determine
whether a manager's "chemistry" will work with that of
his colleagues in a new position.
When used for recruitment from the outside, Imagraph
charting:
• Helps the interviewer remember which qualifications
to look for;
• Compares each candidate's qualifications and per-
sonality traits with the requirements of the job;
• Compares all candidates thoroughly and clearly;
• Communicates the interviewer's findings clearly and
visually to other executives.
When used for managers in the company, Imagraph
charting:
• Maps strengths and weaknesses;
• Indicates corporate shortages to be filled in terms of
management knowledge, skills or abilities;
12 INDUSTRIAL MANAGEMENT + DATA SYSTEMS
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