Historically, organizations have operated under a "hire for skill" strategy – not unlike a sports team that looks for a player to fill a specific position. While this approach has merit in some situations, other organizations may derive greater benefit from a "hire for fit and train for skill" approach.
Cultural fit is defined as the combination of talent (aptitude), attitude and the compatibility of the individual with the organization's culture. In sports, this would be the equivalent of obtaining the best player regardless of position, rather than acquiring a superstar for a specific position but who may not gel with the rest of the team. The "hire for fit/train for skill" approach often produces better organizational team and individual performance outcomes due to a higher level of employee engagement. Higher engagement has been proven to yield better results – both top- and bottom-line – thus helping achieve the goals of the organization and its people.
In addition, an organization's tailored talent acquisition strategies may include examining the role of employees (those hired within the organization), outsourced individuals/vendors, temporary or project-based individuals, and even the use of microworkers, sometimes referred to as the "gig" economy. Providing the optimal mix on a department or team basis can often prove extremely beneficial to the organization, particularly in times of change.
At Kushner, we work with our clients to determine the optimum talent acquisition strategies and then assist in implementing the processes, metrics and outcomes needed to answer this very important question: "How does our organization ensure that we have the right people in place to achieve our goals and vision?" and "what is the right mix of people to accomplish our goals and objectives?"