Hiring For the Organization
Diverse firms are hiring employees to fit the characteristics of the organization, not just the requirements of a particular position. This approach is building cultures that rely heavily on self-motivated, committed people for corporate success. The new selection model is most effective when used by organizations that allow employees enough freedom to use their unique attributes to influence job performance. Many companies who have implemented this new selection model are adopting unusual hiring practices to find employees who fit the organization. They are willing to invest substantial resources to assess person-organization fit. These organizations share a set of management assumptions about organizational success. Each is attempting to build a distinctive culture that is intentionally “fragile”, meaning that management relies heavily on self-motivated, committed people for system effectiveness. All of these companies rely to an unusual degree on employees to make the system work effectively. They use sophisticated selection systems to hire the whole person whose skills and personality fit the type of organization, not just a job.
Traditional Selection Model
1.Hire employees whose knowledge, skills, and abilities (KSAs) provide the greatest fit with the requirements of specific jobs
2.Rarely consider characteristics of the organization in which the jobs reside
3.Ignore characteristics of the person that are irrelevant to immediate job requirements
4.In common management parlance, the organization hires new “hands” or new “heads” that is, parts of people i/o the person as a “whole”
5.Managers tend to of individual job performance as the key outcome of the hiring process
6.Job performance is a function of the fit between KSAs and task demands.
7.The traditional selection model is more concerned with finding new employees than to retain them.
8.Less attention to whole person finds the organization’s culture satisfying enough to stay
New Selection Model
1.Geared toward hiring a “whole” person who will fit well into the specific organization’s culture
2.It reflects a fundamental reorientation of the selection process toward hiring “people,” not just KSAs; for “organizations,” not just jobs
3.This leads to hiring practices that seem peculiar, and needlessly extravagant, from a traditional human resource standpoint
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