Online ReporterEmployee Relations
Dr Request Machimbira
SCALING UP a business or maintaining it as a going concern is a function of architecture — a deliberate, intentional and meticulously crafted design that underpins the organisation’s very fabric.
At the heart of this architecture lies the strategic resourcing of the organisation from a human capital perspective.
The quality of an organisation’s human resources is the linchpin of sustainable enterprises.
The perfect fit dilemma is the practical challenge that business leaders, entrepreneurs and human resource practitioners grapple with on a daily basis.
Weak or unfit employees cannot be trusted to build sustainable or breakthrough enterprises.
The costs of recruitment, training and onboarding are substantial, and the opportunity costs of poor performance can be catastrophic.
It is a sobering thought that a wrong hire can set an organisation back months, if not years.The perfect fit dilemma is not simply a theoretical construct; it is a stark reality that demands attention and a reconstruction of the narrative.It is prudent to interrogate some of the contributing factors behind the perfect fit dilemma.
One of the primary culprits is misalignment or inappropriate role profiling, which can either inflate or deflate the person specification. Either way, it produces over-recruitment or under-recruitment, both of which carry significant risks and consequences.
Over-recruitment refers to the hiring of a person whose qualification and experience profile is above the level for which they have been recruited.
Such individuals may struggle to fit in and are usually a very high flight risk. They are likely to score lower on the job satisfaction index, even though they may be competent.
The consequences of over-recruitment are twofold: not only do you risk losing a valuable investment, but you also perpetuate a culture of dissatisfaction and disengagement.Under-recruitment, on the other hand, is a situation where you recruit someone whose qualification and experience profile is below the ordinary specifications of the position in question.
For example, a recent graduate may not be ready to work as a branch manager, despite being a high-potential employee.
Such a worker requires bridging, and there is no microwave to competency. The art of recruitment lies in identifying potential, placing correctly and nurturing talent.
Another situation resulting in wrong recruitment is the rampant abuse of the interview as a selection tool.
The interview is not the alpha and omega of staff selection; it is only one of a cocktail of other selection instruments.
Spending forty-five minutes talking to a data capture clerk sounds great until you give them the job and discover that their computer skills are suspect.
It simply means you relied on an inappropriate tool to make a selection decision. Interviews favour oratory skills more than essential job attributes, and not everyone is an orator. Effectively, recruiters need to focus more on the governance of recruitment, recognising that the interview is merely one piece of the puzzle.
It all begins with an approved recruitment plan — a blueprint that defines the talent acquisition strategy and guarantees that the organisation is equipped with the best possible talent. This plan must address a key question: Which selection tools will be used for each specific position?
Most importantly, what is the percentage contribution of each selection instrument to the final hiring decision?
For example, referring to the previous data capture clerk example, a recruitment plan might specify: Interview will contribute 30 percent, practical assessment 50 percent, professional reference 20 percent. This integrated approach ensures that recruiters do not rely on a single, potentially flawed selection method. Recruitment governance demands blended approaches.
A comprehensive recruitment plan must incorporate a range of selection instruments, including psychometric assessments, skills testing and reference checks.
Each of these instruments provides a unique perspective on the candidate, allowing recruiters to build a holistic view of their suitability for the role.
By adopting a blended approach, recruiters can mitigate the risks associated with single-source selection and ensure that the best candidate is appointed for the position.
Dr Request Machimbira is the executive director of Proficiency Consulting Group and the International Wellness Institute. For feedback, email [email protected] or phone +263772693404.
