How do you decide whom to hire?

This seemingly easy question from a young colleague to a seasoned professional during one of the holiday get-togethers sparked a chain of thought. How does one decide, from among a stack of resumes on the desk or profiles attached to a job posting, whom to hire? There are multiple methods and techniques and many people who vouch their method or technique is the best. There are managers who go by “the gut feeling”, or those who follow team’s decision or those who depend on highly coded skills assessment test results.

The good news is none of the methods are wrong!

Ok, now the bad news – there are some methods that are better than others.

We understand it’s not easy to change your decision-making processes in a short time span. In fact, you may not be able to change them entirely at all! So just to make sure that your way of hire/no-hire decision making is hitting all the right points, here are two keywords that you need to keep in mind - the person-job fit and the person-organization fit.

When you create a job description to fill a certain position, most of the things you write are related to that particular role. This is person-job fit. Person-job fit is generally the most common and involves a candidate’s suitability for tasks required to succeed in a specific job. This can include their skills, knowledge levels, and abilities.

Keep in mind: the person-job fit and the person-organization fit.

Person-organization fit is usually less objective and deals with organizational culture, leadership style, its core values etc. Organizational psychologists tell us that a great person-organization fit ensures great long-term employees who are willing to put in extra efforts. Though person-organization fit is difficult to measure, it is equally important.

So, when you are ready to make next decision, think about person-job and person-organization fit – are you hiring competent people to do the tasks today or are you hiring committed and motivated to learn employees?

-Swatee Kulkarni