Hello poonam:
"should organisations hire job-fit or organisation-fit?"
I agree with Ajithaa that new hires need to have both a fit for the organization and a fit for the job.
The following is from page 20 of Chuck Russell's book "RIGHT PERSON - RIGHT JOB; GUESS OR KNOW, The Breakthrough Technologies of Performance Information."
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COMPANY FIT is determined by:
Skills are necessary, but not sufficient to predict future success on the job. What is missing? The answer is JOB FIT. Does the job applicant have the right combination of mental abilities, personal interests and personality traits to allow success on the job? Very few managers can do this type of assessment without very expensive professional assistance, until now.
Few managers can determine Job Fit so what they evaluate is the applicant's qualifications, education, etc., but not Job Fit. According to Chuck Russell on page 25 of his book "Job Fit is the degree to which the candidate's cognitive abilities, interests, and personality dynamics fit those required by the position." You can see by the overlapping three boxes, see above, that unless we consider Job Fit our pool of acceptable candidates will include many applicants who will not be successful because they lack Job Fit.
According to the Job Fit concept only about 1/3 of the otherwise qualified applicants have Job Fit based on the success traits required for most positions. The other 2/3 include the obvious misfits and the less obvious future non-performers. The misfits and non-performers are about equal in number (1/3 each) but only the obvious misfits are readily excluded in the screening process. Therefore, we have reduced the pool of acceptable applicants by 1/3, i.e., the obvious misfits, and we are left with the 1/3 future non-performers and the 1/3 with Job Fit. Or stated another way, the pool of acceptable candidates consists of two equal sized groups--applicants with Job Fit and the future non-performers.
Since most managers cannot distinguish between the two groups the success rate in hiring is 50%. Now consider the Peter Principle and the tendency of managers to hire and promote people who are like themselves and we see that the percentage of applicants with Job Fit gets smaller and smaller. Employers break out of this downward spiral and start hiring and promoting people who have Job Fit for their jobs. Unless the best people are selected for management positions there is little hope for improvement.
Finally, the best technical employees seldom make the best managers, therefore a sea change in thinking must be accomplished in most companies. Be forewarned, however, that it may be impossible for some managers to admit to themselves and to others that they may have been selected for their management position based on the inadequate criteria, i.e., technical excellence and a good speaking ability.
From United States, Chelsea
45"should organisations hire job-fit or organisation-fit?"
I agree with Ajithaa that new hires need to have both a fit for the organization and a fit for the job.
The following is from page 20 of Chuck Russell's book "RIGHT PERSON - RIGHT JOB; GUESS OR KNOW, The Breakthrough Technologies of Performance Information."
<image no longer exists>
COMPANY FIT is determined by:
- Drug Testing
- Integrity Testing
- Honesty Testing
- Interviewing
- Educational Background
- Work History
- Objective Skills Testing
- Reference Checking
- Cognitive Ability: How quickly and accurately does the person manipulates data? Does the person have the mental SKILL to do the job?
- Interests: Does the person have the right level of interested in working with People, Data or Things?
- Personality: Does the person have the WILL to do the job? Is the person comfortable in behaving as needed on the job?
Skills are necessary, but not sufficient to predict future success on the job. What is missing? The answer is JOB FIT. Does the job applicant have the right combination of mental abilities, personal interests and personality traits to allow success on the job? Very few managers can do this type of assessment without very expensive professional assistance, until now.
Few managers can determine Job Fit so what they evaluate is the applicant's qualifications, education, etc., but not Job Fit. According to Chuck Russell on page 25 of his book "Job Fit is the degree to which the candidate's cognitive abilities, interests, and personality dynamics fit those required by the position." You can see by the overlapping three boxes, see above, that unless we consider Job Fit our pool of acceptable candidates will include many applicants who will not be successful because they lack Job Fit.
According to the Job Fit concept only about 1/3 of the otherwise qualified applicants have Job Fit based on the success traits required for most positions. The other 2/3 include the obvious misfits and the less obvious future non-performers. The misfits and non-performers are about equal in number (1/3 each) but only the obvious misfits are readily excluded in the screening process. Therefore, we have reduced the pool of acceptable applicants by 1/3, i.e., the obvious misfits, and we are left with the 1/3 future non-performers and the 1/3 with Job Fit. Or stated another way, the pool of acceptable candidates consists of two equal sized groups--applicants with Job Fit and the future non-performers.
Since most managers cannot distinguish between the two groups the success rate in hiring is 50%. Now consider the Peter Principle and the tendency of managers to hire and promote people who are like themselves and we see that the percentage of applicants with Job Fit gets smaller and smaller. Employers break out of this downward spiral and start hiring and promoting people who have Job Fit for their jobs. Unless the best people are selected for management positions there is little hope for improvement.
Finally, the best technical employees seldom make the best managers, therefore a sea change in thinking must be accomplished in most companies. Be forewarned, however, that it may be impossible for some managers to admit to themselves and to others that they may have been selected for their management position based on the inadequate criteria, i.e., technical excellence and a good speaking ability.
From United States, Chelsea
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