This Week in Talent (8th September)

Hi, I am De! Your September TWIT Guest Editor.

With privilege comes great responsibility, is an adage which has unwavering poignance in the world of employment. I currently have this privilege by donning the leader hat on a People Transition project bringing ten organisations into one — with 920 roles open at once. It has me thinking a lot about the motivators and feelings behind people looking to secure a role, why people hit the apply button? What it means to step forward? And, how it may impact their lives. I don’t know about you, but my favourite part of being involved in the talent swim lane is when we get to offer a person the role, this has and never will grow old on me.

Here are the articles that I have found myself down the rabbit hole with, exploring ways to get more from my attraction and sourcing strategies, looking through new lenses to read cover letters, and ways to tweak the questions I ask to get to know why someone has stepped forward for an opportunity.


Here are a few thoughts and takeaways to tuck in your top pocket until next week:

  • Is organisational fit not the same as “culture” fit? We consider “culture fit” a subsection of your overall corporate structure and practice of recruitment. Whereas “culture fit” is a loose matching of relatively intangible values, behaviours and interpersonal judgments, organizational fit refers to relationships and how those behaviours, values, and points of view interact.
  • You need to create an interview process that hinges as much on organisational similarities as it does on skills matching. There are two terms to keep top of mind when connecting organisational identity and someone’s identity. They are:
    • Person-organization – This type of fit is the extent to which an individual’s values, beliefs, and interests align with the organisation’s (generally understood as the individuals’ dominant or collective values, interests, and beliefs).
    • Person-job – This type of fit includes an individual’s knowledge, skills, and ability to carry out the duties and functions required or desired of the position.

If research has shown that individuals with both person-organisation and person-job fit perform better and are more content with their positions, meaning we have recruited them into the right role.  Hiring an organisational fit means the candidate will feel at home in that role. They’ll be happier and more productive and want to stay longer and grow with that organisation. Read more about my thoughts on this here.

I am still curious …If we know organisational identity connects to a person’s identity, how do we use this feeling to attract the right people to your — and eventually their — great place of work?  Is it now – Right role, right time, right person, right organisation?

Until next week… De


Article By

Get more articles direct to your inbox

Upcoming Events

Long Lunch Series for Talent Leaders

Ongoing

Restaurant Bar
ATC2025 Annual Conference

28 & 29 October

TA Brew for Internal Talent Teams

Ongoing

You may also enjoy reading...

Too often 'Agile' means 'we have no deadlines or planning', 'we react to every whim', 'need for speed, quality is secondary'. In fact, any mess can be justified as an 'Agile approach', and if you dare ask for structure or sanity, you risk being labelled 'rigid'. The Agile Manifesto, born when developers, sick of siloed work, realised the only way to satisfy customers was through collaboration. With geographical expansion, demand surges and spikes, high volume of niche roles and business pressures to keep productivity up and cost per hire down came some big changes. Working just in your locale with occasional 'support' from others was not an option anymore. Before adopting Agile, we had to embody its core principle: being agile - able to move quickly and easily. When role surges hit, we assembled cross-border project teams (TA Leads, Ops, Sourcers, Marketing).
Skills-based recruitment has become increasingly popular in the last few years, and for a good reason. We are looking at a range of sizeable benefits that happen to be especially relevant in the world of the gig-economy upsurge and talent scarcity. After we finally admitted that the past does not necessarily define the future, and that lie detectors and psychological testing can predict one’s success only slightly better than astrology and fortune telling, many companies came to realise that when done right, skills-based recruitment is quite cost-effective. And indeed, what is there not to love?
For all the talk about candidate experience, most hiring processes are deeply transactional. Timelines blow out. Feedback is vague. Communication is automated. The human moments get lost in the workflow. When did we forget to just pick up the phone and have a chat? If I can leave you with anything this week, it’s this: phone before email.