• 3rd April 2012 - By proteman

    Sure, research shows that anywhere from 25 – 75% of employees leave their jobs due to poor “organizational” or “cultural” fit.  It follows that employers must do a much more rigorous job of screening for fit during the recruitment and hiring process.  If you screen out candidates that don’t “fit” with your organization, you’ll make better hires!

    Except when you don’t.

    Because sometimes when you hire for fit, you get clones.

    Honestly, I feel a bit like a traitor throwing my friend “organizational/cultural/job fit” under the bus.  For nearly 20 years I’ve taught hiring managers and recruiters that screening for non-trainable characteristics like motivation, personality and “fit” are absolutely critical.

    To clarify my position, I’m not really dumping on the concept of fit as a critical hiring criteria.  In fact I agree that “poor fit” is probabaly  one of the primary reasons why both valued and poor employees leave organizations.

    The point is that ”fit” is a highly valuable assessment and selection tool that can be lethal to organizations in the wrong hands.  It should not be used without proper care, training and consideration.

    In the best case, hiring for “fit” helps ensure that your newbee is happy, excited to come to work, doing things they love and feeling proud of their new employer.  In the worst case, hiring for “fit” creates group-think; an organization of people who think and act alike, who feel comfortable with each other because of their sameness.

    Let’s face it.  Being with people who are different (who don’t “fit”) is uncomfortable.

    But the reality is that innovation requires looking at issues from different angles.  You want the round thinker, the square thinker, the out-of-this-world thinker and the squiggly thinker on the same team to explore the same problem to get breakthrough results!

     

     Copyright 2012.  Phyllis Roteman, The Loyalty Group, Inc.
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