CASE STUDY: MAKING THE RIGHT SELECTION

'Look, given the state of the economy and the importance of good people to our business

success, the last thing we need at the moment is another mistake in selection. We simply

cannot afford to hire people who don't fit our culture or can't perform. The cost of these

hiring mistakes is too great, not just in terms of money, but also the damage it does to

employee morale and our reputation as a leading employer of choice. We do not want "high

maintenance" people or misfits in this company. We want people who are going to fit in,

have a rewarding career and earn us a dollar. I trust everyone understands this.' Kerry

Vargas, managing director for Oz International, looks at each of the individuals seated

around the conference room table. Each nods and murmurs their agreement. 'Good, now

let's decide what we are going to do to improve our selection process. Kim, why don't you

let us have your thoughts?' Kim Martin, marketing director, leans forward. 'The problem as I

see it is that we don't really know what we are looking for. Each of us seems to have our

own benchmarks as to what makes for a successful employee.' 'What do you mean?' asks

Kerry. 'Well, for example, I place a lot of emphasis on personality. Does the candidate have

the attitudes and values that make for success in this company? Is there a match between

their personality and our corporate culture? Yet, I know others sitting around the table rate

other factors more highly.' 'Kim is correct', interrupts Gene Kefalos, finance manager. 'I

want someone who graduated from a top university with top marks. To me, academic

qualifications are paramount.' Donna Batson laughs. 'As R&D manager, I always want

someone who is in the top five per cent of the population in intelligence. I don't care too

much about anything else as long as they are bright.' Kerry sighs. 'Well, what about you,

Cindy? As IT manager, do you have a favourite selection criterion?' Cindy Yung replies, 'As a

matter of fact, I do. I place great emphasis on teamwork. I want to know if the person is

going to be a good team player'. Joe Plovnick, operations manager, says, smiling, 'You are all

wrong. Hard work is the key. We want people who are prepared to get a job done no matter

the personal costs involved. Persistence. Determination to achieve a goal that's what we

need in our graduate trainees'. All faces turn to Julie Castelli, HR manager. 'Alright, Julie, as

the people expert, who is right?' asks Kerry. As I see it, the problem is we don't really know

what makes for a successful employee in this company,' answers Julie. Kerry sighs. 'That is

obvious, Julie. I suggest you get your HR team together and find out what does. We need to

determine whether or not we are failing because we are not matching individuals to jobs or

because there is insufficient congruence between applicant attitudes and values and our

corporate culture.'

DISCUSSION QUESTIONS

1 Which selection criteria identified in the case do you feel are the most/least appropriate?

Explain your answer.

2 Which other selection criteria do you believe should be considered? Explain your answer.

3 Describe how you would measure the selection criteria you have nominated.

4 Which is more important person-job fit or person-organisation fit? Why?