Manage-Wise

Finding the right fit

Whether we are talking about behavioral, situational, or traditional interviews, selection decisions fail for one of two reasons: either we don’t know what we are looking for or we don’t know how to assess what we have learned.

We will be looking into the parameters for determining what it is we should be examining when interviewing candidates. Though nothing could be more important, too often this basic consideration is taken for granted. We must, however, be deliberate about what questions we ask and what parameters we use in determining the suitability of a candidate, since we are likely to learn only that which we are trying to understand. As any scientist will confirm, you can only expect to get results from the data that you inspect.

Just as important, if we hire based on a correct notion of what is needed in the organization, we reinforce our alignment of strategy and people. On the other hand, if we hire incorrectly, we throw yet another wrench into any chance we have of truly organizing our workforce to achieve our strategic goals.

Employee success and failure

Based on exit interviews, we found that 87% of those who leave an organization or fail in a role, do so not because of their skills—the reason they were originally hired—but because of their behavior—the way they performed on the job. This hard data backs up a general observation about success and failure for employees within organizations. No matter what industry, people are hired for their technical knowledge, promoted for their innovation, and fired for their behavior.

When making a hiring decision, we determine whether a candidate fits the bill by examining their technical knowledge—their academic or training background and past work experience. In spite of this, once on the job, we identify success with innovation. In other words, we do not promote those who perform at average levels, who merely accomplish what they are supposed to do. In fact, we value those who create improvements, prompt positive change, and impact the bottom line in an exceptional way. Finally, whenever we are forced to fire an employee, it is always related to his or her behaviors—how he or she perform on the job, and manages him– or herself interpersonally, his or her approach, orientation to time or detail, and level of assertiveness or risk. All of these things confirm whether an employee fits into the organization’s culture, goals, expectations, and ways of doing things.

Being organizational fit

In keeping with the causes for failure, research also confirms that organizational fit is a key factor in retaining the best employees. The McKinsey-Sibson report, “The War for Talent” examines why high-tech employees choose to leave or stay with an organization. The technology sector is a particularly appropriate industry to look at because employment markets prior to early 2001 were so hot that workers were more or less free to determine their own fates. If they wished to stay in an organization, low unemployment rates made it unlikely they would be fired under any circumstances; if they wished to jump ship, another employment opportunity could easily be secured. Under these circumstances, what motivates a decision to stay or go is highly indicative of what all employees look for in an organization.

The findings are fascinating. In the high pay-off world of dotcoms, initial public offerings, and stock options, money ranked 13 out of 20 for reasons a high-tech employee would choose to leave an organization. As any manager knows, it’s very easy for an employee who’s jumping ship to tell you that he or she has gotten a better offer somewhere else. As the study shows, although this may be the easiest explanation, the real reason probably isn’t expressed.

The opportunity to travel ranked fourth on the list. Apparently, for young people already devoting much of their youth to their career, the possibility of combining work with a chance to see the world is a tremendous draw.

Third on the list of reasons for leaving were development opportunities—namely, was there sufficient learning on the job and enough opportunities to play with the latest and greatest technological toys?

The top two reasons on the list relate directly to our central argument. The second stated reason for leaving was whether people felt they would have opportunities for meaningful professional and or personal development. The number one reason was the lack of cultural fit—misalignment between the individual’s values and the actual values demonstrated daily by the company.

The importance of defining fit

The best fit occurs when a person’s capabilities—the combination of his or her skills, knowledge, and behaviors—matches the job’s requirements and the organization’s culture.

When the fit is strong, outstanding performance and job satisfaction are the result. It can be measured indirectly in terms of productivity and levels of innovation and directly in rates of retention.

While it is true that the best way to predict future performance is to analyze a candidate’s past behavior, that is only half of the equation. You must consider your corporate culture, values, and the related behaviors required on the job—before you start the process. No matter how good the interview or how probing and insightful the questions, your interview is not going to be as effective as it should be without first defining fit.

When fit is not defined, the organization typically ends up comparing one candidate to another. The result, of course, is that the “best” candidate is decided on in comparison to the other applicants. Determining fit in advance allows you to consider each candidate in the light of what the organization needs. When this is done, you might discover that none of the candidates you are currently interviewing are a good match for the position, despite their appealing attributes, personality, or background.

The best, most economically and organizationally sound business decision in such a case is to continue the search.

Organizational values

Every organization has a set of values. whether it is explicitly acknowledged or operating below the surface like a hidden curriculum. As a definition, values are strongly held beliefs that are emotionally charged, highly resistant to change, and long-standing. The are the genetic thread that encodes an organization’s instincts and philosophy and the source of its culture, strategy, and work styles.

Are they real? Think of any great organization, one whose members truly live its values, and you will see the power of a coherent set of beliefs, fought for, adhered to, and used as a guiding set of principles.

Excerpt from ‘The Talent Edge’ by David S. Cohen. Reproduced with permission © 2007, Wiley India Private Limited. Price: Rs 299.