Select & Seed For Fit
Upstream screens, situational judgment tests, and assessment center exercises set the stage for staffing decisions but fielding a talented roster with the optimal mixture of unique capabilities while concurrently building deep benchstrength to seize emerging opportunities and fuel leader succession is difficult. Findings suggest 20% of new hires and 33% of incumbent employees regret their most recent employment decision and plan to leave their employer quickly. This may explain why the annual turnover rate is 19% and the involuntary turnover rate is 8%.
The seeding and flow of talent within and across organizational teams must be carefully orchestrated to remain agile and adaptive. A new hire seeding solution must proactively foster greater congruency of task demands, interpersonal dynamics, environment, and new hire capabilities and preferences to build positive social relationships and other affective drivers of performance. Increasing the fit of new employees can smooth the onboarding experience, accelerate proficiency attainment and team formation, and improve long-run retention.
Assessing applicant fit and decisions about replicating historical strengths versus acquiring new capabilities can be vexing. Seeding for supplementary or complementary fit requires the concurrent considerations of maximizing person-job fit, person-supervisor fit, person-team fit, and person-organization fit. It involves developing an appreciation of how indirect–actual fit, indirect–perceived fit, and direct–perceived fit support or derail engagement and productivity. Criterion characteristics and maximization and minimization principles can inform efforts to set the ideal location, variance, critical mass, and extreme outliers within and across expert teams.
Talent Threshold offers sophisticated staffing guidance sourced from the phenomenology of fit. We can help you develop the policy, protocols, staffing business rules, and decision suites to proactively control the composition of a team, multiteam system, division, organization, or multiorganization alliance by constraining the seeding process to meet locally developed assumptions about the optimal form of a specific unit’s capability distribution over time. Our advisors can help you develop a staffing plan to increase new hire fit and seed expert teams.
To contact Talent Threshold’s organizational scientists call 407.739.0717 or email firstname.lastname@example.org.