Given that business is concerned with its bottom line and the bottom line is directly related to productivity in the workplace, it makes sense that business needs to pay special attention to its employee: whether those who are in the candidate selection process or long-standing employees. Typically HR professionals turn to us when they’re considering new candidates but invariably when a company learns which aspects of FIT make those very candidates successful, they will at some point begin to apply that newfound understanding of fit to their existing employees. The outcomes are generally a revelation, highlighting obvious opportunities and outlining performance deficiencies.
Let’s examine two basic applications of the FIT philosophy: first, individual career planning and second, corporate succession planning. The traditional approach to career pathing in most organizations sees a candidate offered a career ‘ladder’ that displays a logical succession of job opportunities vertically within a function. The idea is usually that the prospect who shows promise will get the necessary expertise and practical knowledge as they move from rung to rung, until they plateau.
Unfortunately for all too many employees, if they happen to be in a role where their workplace productivity is off - in a job, for example, that doesn’t draw from their talents or worse, perhaps, that requires them to use from their deficiencies, the following rung on the ladder is never presented to them. They are never considered for another position where the fit might be stronger.
The HiringSmart strategy, however, allows an institution to better realize every individual’s unique fit requirements meaning how they process and use information most effectively, what their core behavioural tendencies are, and what elements of the position will motivate them and which will not.
As soon as that snapshot of the employee is grasped, it becomes simple to fit the individual to other positions within the function, off the beaten career path, based on how directly the individual’s unique profile matches others who have excelled in those positions. Once the fit is understood, then an individual, professional growth-development plan can be designed that will fill in the skills and knowledge gaps over time. All the more beneficial is the system’s ability to match the individual’s profile to success patterns for crucial positions throughout the corporation. This straightforward procedure for corresponding employees to various roles according to the four critical aspects of fit will help you find and fully unleash the expertise that goes to waste in your organization because it is so often underutilised.
The second perspective is really a more conventional view of succession planning. Typically, when an organization evaluates its talent pipeline, they use the identical ladder concept to take into account at what stage each ‘high potential’ employee is in their development, and make estimates of how much time and what steps up the ladder is necessary to prepare them for a vital position.
This approach takes the individual’s performance in their existing role into account in forecasting how they are likely to deliver results in successive positions, but it also generally relies heavily on a fully subjective analysis of how they’ll do.
Those who are recognized as ‘bench strength’ for key positions might be assigned a development plan plus a mentor but there’s often very little objective consideration given to the four critical aspects of fit.
The HiringSmart approach helps organizations distinguish viable candidates for your talent pipeline on the basis of their fit with the success pattern. Switching to fit as the primary focus has two clear advantages:
• It spotlights hidden talent that organizations often didn’t know they had, saving both thousands of dollars and the risk associated with external searches, and
• It helps sidestep potentially regrettable staffing selections that could have otherwise made sense in the classic process of succession planning.
Personnel who are recognized and valued for their true talents, will have a vested interest in your business, and promote productivity in the workplace as well as your bottom line.
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