Innovative organizations cannot sustain their achievements without fresh ideas and new approaches that are often brought in by new employees. Companies that foster innovation need not just highly trained employees; they need highly engaged employees — people who adore to work there, who are motivated to be creative, and whoever personal values fit well the organizational culture. Serta Pink, in his talk about proposal and motivation in the place of work, describes three main components of motivation — autonomy, mastery, and purpose. Autonomy motivates us because we all want freedom and flexibility in our work, mastery gets us going because we naturally would like to get better at what we do, and purpose is the most vital component in a in our creative projects — there is nothing more frustrating than working on something that has no meaning, lacks direction, or doesn’t have any real need. Highly motivated and engaged people, who are driven by those elements, are far better spark creativity in organizations. Creativity, in turn, serves as the most vital component for developing innovations.
Finding these “right” people for the organization is a challenge that goes thru all levels of a recruitment process — from generating applicants for a empty position to extending a job Automated skills testing offer to a selected candidate. Every stage has an important role in the process of hiring the best available candidate, however, this article focuses on generating a pool of qualified applicants as the initial stage of the hiring process. Following this pool is put together, the number of available applicants can only weaken; hence, this initial stage creates the greatest possibility for the hiring administrators and Recruiting professionals to make the most effective selection decisions (Carlson, Connerley, & Meacham, 2002).
Recruiting researchers have long suggested that hiring a successful employee not only requires a combination of relevant experience, technical skills, and abilities of the candidate, but also depends on a match between a candidate’s personal values and the culture of an organization (a. okay. a. person-organization fit or P-O fit). Making a prediction of how the applicant would potentially fit with the working environment is an organic the main traditional hiring process. However, in most cases, these prophecy are pretty unstructured and opened to personal biases (Grigoryev, 2006), providing the way to potential hiring mistakes.
A typical job application includes information about a candidate’s knowledge, skills, and abilities (KSA), relevant experience, and education. In their resumes or CVs, applicants may also include information about their so called “soft skills, inch such as an capacity to work independently or within the team, command talent, communications skills, etc. This information means to demonstrate to the potential employer how this candidate will fit their organization, but rarely is looked at prior to the later levels of the recruitment process when more in the flesh communication occurs.
Instead, current recruitment procedures initially use the computerized system of keyword parsing, matching a candidate’s experience, technical skills, and abilities (a. okay. a. person-job fit or P-J fit) to the job requirements. It produces a preliminary cut of the candidates employed by hiring administrators and Recruiting professionals to invite applicants to an initial appointment. The other important job fit “intangibles” might be examined during the later levels of the recruitment process or, in some cases, not be assessed at all.
Frequently, an applicant, perceived as the best match for the job during the selection process (based only on technical skills and experience), cannot, or would not want to, stay face to face due to other, non-technical factors. For example, research ensures that 46% of twenty thousand new employees in 312 companies left their respective organizations within the first 18 months. Follow up job interviews with an increase of than five thousand of the hiring administrators found that only 11% of employees who left their organizations did so due to a lack of technical or professional competence. In fact, other “intangible” issues, such as motivational problems (15%), nature issues (17%), lack of coachability (26%), and low numbers of emotional brains (23%) accounted for the reason the new hire left the company (Grigoryev, 2006). This high number of employees failing to stay on a job for more than 18 months due to culture-related reasons suggests that companies could benefit from improving the selection processes in order to minimize the impact of employee turnover.
Is there an easier way to select candidates? In my recent doctoral study, I suggested that not applying the concept of matching a candidate’s personal values with organizational culture until late in the recruitment process may potentially eliminate a candidate who has a higher P-O fit but lesser match of KSAs or P-J fit, as his or her resume may not even be accounted for the selection for an initial interview. In this study, I attemptedto analyze if the information of the candidate’s person-organization fit provided to hiring administrators would affect their decision to invite this candidate to an initial appointment. The study was designed as a real-life-simulated experiment, where participants were forwarded to hypothetical information about a hiring company, a job description for a empty position, and a job applicant’s resume.