Job & Person Mismatch Problems

When the ‘fit’ between the person and the job is not right, all sorts of performance issues emerge.

square-peg-round-hole

There are four primary reasons for this mismatch of person and job:


Many people have never received an honest appraisal because most appraisals are general and lack specific feedback. Every job has four-to-six non-negotiable essentials that are specific and measurable. If the appraisal is not hitting these on the head, then it is pointless, even confusing.

Poor performance is not tackled in some organisations because the boss lacks the know-how to identify the causes of it, or the emotional fortitude to deal with a problem because it is contentious or ‘soft’ in nature

Trust and loyalty are not good enough reasons to promote someone. Nor is the fact that someone thinks like you. Or because of an emergency. Or because you were ‘the last man standing’

You know instinctively when someone is in the wrong job. Often it is obvious and visible to all concerned. Alarmingly, many leaders sit on the problem indefinitely, hoping it will work itself out


Human Capital Management

Selecting, appraising and developing can take at least 50% of your time in terms of giving feedback, interviewing, coaching, shadowing and team meetings.

Human Capital Management (HCM) is the combination of knowledge, expertise, talent, experience and other appropriate qualities – ingenuity energy, robustness – that are an inherent part of your workforce and that contribute to the driving forces of productivity, performance, innovation, marketing and strategy execution.

For most organisations HCM is central to long term success and its huge contribution has developed a corresponding need for human capital measurement. How can people add unique performance value that creates sustainable business advantage? This is the internal—controllable—factor that can differentiate you from competitors even better than product, price, place or promotion channels.

External drivers also influence the need to measure human capital. Globalisation, corporate social responsibility, legislative and government requirements and the need to impress a buyers’ workforce are just some of these influences.

According to a survey by CFO Research Services in Boston

“human capital management is seen as crucial to achieving a variety of business goals, especially customer satisfaction, profitability and innovation. Human capital is no longer seen as a cost but as a source of value and competitive advantage”.

Business outcome metrics such as sales revenues, profit, market share, need to be linked with human capital measures such as employee recruitment and retention, learning ROI, rewards structure and a host of other metrics.


Are you wasting time and energy and ultimately losing revenue by forcing square pegs into round holes?

What do you think?




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