Fitting In: Hiring and Selecting New Staff Members
By Steve Gravenkemper
A recent Manpower survey indicated that twice as many employers are considering hiring new staff members in 2004 than in 2003. As companies begin to think about hiring again, two important considerations arise:
- Hiring the “right” person
- Ensuring that the newly hired staff person is successful in their new position
Both considerations depend largely on “fit.” First, does the person have the appropriate knowledge, skills, and abilities to succeed in their new position? Second, does this new staff member complement the company’s culture?
They May Have the Skills…But Do They “Fit”?
Selecting tools to measure skills, abilities, and knowledge is fairly straightforward. Areas such as general mental reasoning skills, mathematical abilities, mechanical reasoning skills, or skills-based testing can be easily assessed and measured. However, high scores in these areas do not necessarily equal organizational “fit.” This is a much more complex assessment.
Most business leaders acknowledge that their organizations have cultures, which create guidelines for how things are done, define acceptable standards of behavior and, explicitly and implicitly, determine who’s a good fit and who isn’t. I’ve heard it likened to “tissue rejection” in surgical transplants — just as an ostensibly viable organ may seem like a good fit initially yet fail to assimilate, a candidate with superior skills may be quickly ejected by the culture as a poor fit. Since cultural norms are often informal or not immediately visible, some staff members may violate important cultural “rules” or norms unintentionally.
People Skills Are Crucial
The existing organizational culture often revolves around “soft skills,” or people skills. Daniel Goleman’s research on emotional intelligence indicates that these skills become increasingly important for higher level managerial and executive positions. Skills such as being a good team player, communicating effectively, successfully influencing others, making others feel their suggestions have been heard, and engaging and motivating employees are key skill sets for successful managers and executives. Work styles such as conscientiousness and dependability, energy level, ability to work effectively under stress, and initiative are often other key considerations in determining a candidate’s fit for a position.
But how do you measure this? How can you ensure a candidate has these skills? Through personality testing, interest inventories, structured employment interviews, and thorough reference checks — these tools are not only indicators of organization fit but also can provide valuable information to assist the new hire in acclimating to the culture, thereby accelerating success on the job.
Fitting In
Although technical abilities, knowledge, and related job experience are crucial components of a successful job candidate, they aren’t the sole indicators of on-the-job success. Taking the time to conduct personality testing, interest inventories, structured employment interviews, and thorough reference checks can help ensure that your candidate is a good fit with your organization’s culture.
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