Job Matching

Matching People to Jobs is critical for superior performance and retention.

There is a clear connection between engagement, performance and profit.  It is imperative to drive performance results at all levels of the organization in order to seize market position and steer growth. Recruiting talented candidates is not enough; it is crucial that people are assigned to the specific roles where their talents will have the greatest impact on achieving company goals, and where they are most likely to remain onboard and fully engaged.

Matching each person to the right job using our job matching process will give you the ultimate edge.  Job matching build a superior performance workplace and boosts employee morale and engagement.

What is Job Matching?

Job matching is the scient of carefully defining superior performance in each position and using objective criteria to determine who is hired.  The process goes deeper than conventional employemnt selection practices to create the most cmprehensive definition possible of why a job exists.  It's the science and the art of carefully matching the right person to the job that's ideally suited for them.  The result is someone who is happier on the job and has a head start towards meeting aggressive performance goals.

Traditional hiring methods that use only a job desription and a list of desirable technical, educational and job experiences as filters, plus a favourable interview have not worked.  Our job matching process is state-of-the-art, based on 30 years of research into the components of superior performance by our strategic partner.  From recruitment to retention to professional development, TTI Performance Systems, Ltd. is the worldwide leader in personal and professional research-based assessment tools.              

Information you can download or view:

Why Traditional Hiring Practices Just not Enough
  1. Biases – Sometimes unconscious biases enter into the hiring process.  We have aws that keep us from acting on our biases as they relate to gender, age, race and other factors; but, there are still unintentional biases that get in the way.  Many people are unknowingly biased in regards to experience, education and/or intelligence.  The importance of such factors may be over-emphasized at the expense of factors that are actually much more accurate indicators of performance potential.

  2. Failure to Determine the Real Cost of Hiring - The initial expense of hiring isn't the true cost.  Recruitment is actually an investment that will prove to impact organizational success for better or worse.  The real cost is revealed over time when the new employee either fades or flourishes in his/her role.  How effective the recruitment turns out to be depends on whether the hire is someone who is capable of reaching superior performance in the position, on how long it will take the person to ramp up, and on the level of engagement that results.  Job matching assures selecting the person who can hit the ground running.

  3. Accepting Turnover as Normal – Besides being expensive, it’s a mistake to accept turnover
    as normal when it, and the ripple of diminished productivity it causes, can be reduced.  When the match between the job and the employee is right, each employee experiences the job satisfaction and success that makes it easy to stay put.  Job matching reduces the expenses related to turnover and boosts organizational performance.  With our strategic partner’s patented job matching system, clients have achieved a retention rate of 92%.

  4. Overlooking the Expense of a Disengaged Worker or “Rotten Apple” – When an employee isn’t
    engaged, obviously the employee’s productivity suffers.  But there is also a wider cost to the
    organization of increased chance of workplace accidents, increased sick time, and time wasted recruiting others to also become disengaged. The effect on your organization can be devastating.

  5. Applicant Issues – The sheer volume of applicants per position make it necessary to use an
    efficient system for finding the best candidates.  Using a set of highly specific filters which are precisely calibrated to the job will result in a better more targeted candidate short list, and thus a more effective use of HR time.

How our Job Matching Produces Superior Performance

The TTI job matching process is definitely not your typical benchmark.  Simplistic job benchmarks are
little more than a survey of established salary ranges or a review of industry norms around a given position.  Flawed benchmarks include average performers when defining the benchmark, which makes mediocrity the standard. 

Many typical benchmarks make a comparison of the top and bottom performers and use that information to generate the benchmark they’ll shoot for in the position.  But that limits the top range of performance by assuming that you already have the best performer possible.

A team of subject matter experts are identified within the organization to establish a position benchmark, starting with key accountabilities.  These key accountabilities are essential because they are about producing results.  Similar to performance objectives, they are a more detailed description of why the job really exists.  Using these key accountabilities as a foundation, the expert team will determine the combination of traits required for a person to reach superior performance in the job.  Achieving the goals of the job will require specific skill competencies, knowledge, thought patterns, behaviours,
motivators, certifications, experience, education and intelligence.  The subject matter experts will analyze 55 job-related factors to create an ideal candidate form.  This is how they let the job talk while keeping the process objective and bias-free.

55 Job-Related Factors

Through our patented job-matching process, we benchmark the competencies, behaviours,workplace motivators and acumen critical to success in the job.  Candidates are then assessed and compared to the job benchmark to determine the best fit for superior performance.

 

25 Competencies/Skills     
     

  1. Conceptual Thinking                                      
  2. Conflict Management
  3. Continuous Learning
  4. Creativity
  5. Customer Focus
  6. Decision Making
  7. Employee Development & Coaching
  8. Diplomacy & Tact
  9. Empathy
  10. Flexibility
  11. Goal Achievement
  12. Futuristic Thinking
  13. Interpersonal Skills
  14. Leadership
  15. Negotiation
  16. Personal Accountability
  17. Persuasion
  18. Planning & Organization
  19. Presenting
  20. Problem Solving Ability
  21. Resiliency
  22. Self-Management
  23. Teamwork
  24. Understanding & Evaluating Others
  25. Written Communication

12 Behavioural Traits

  1. Analysis of Data
  2. Competitiveness
  3. Consistency
  4. Customer Relations
  5. Versatility
  6. Follow Up and Follow Through
  7. Following Policy
  8. Frequent Change
  9. Frequent Interaction with Others
  10. Organized Workplace
  11. People Oriented
  12. Urgency

 6 Workplace Motivators

  1.  Aesthetic – A drive for beauty, form and harmony in objects, nature or experiences.
  2. Individualistic –A drive for personal power, influence and control over surroundings.
  3. Social –A selfless drive to help others.
  4. Theoretical – A drive for knowledge, discovery and continuous learning.
  5. Traditional – A drive for an orderly, well-established, unified structure for living.
  6. Utilitarian – A drive for a practical return on time or money spent to accumulate wealth and what is useful.

 

External Acumen Indicators

  1. Understanding Others – The development of the capacity to discern individuality in others.
  2. Practical Thinking – The development of the capacity to discern practical values in situations in the outside world.
  3. Systems Judgement – The development of the capacity to discern systems and order in the world.

Internal Acumen Indicators

  1.  Sense of Self – The development of the capacity to discern individuality in oneself.
  2. Role Awareness – The development o the capacity to discern practical values in situations in one’s own roles in the world.
  3. Self Direction – The development of the
    capacity o discern systems and order within one’s self.

Job Matching is the foundation for the entire Employment lifecycle.  Onboarding new staff is simple and available with the information provided by the TTI job matching process.  As an employee grows
with the company, job matching is used to get an up-to-date, comprehensive picture of their strengths, weaknesses and areas for growth.  The documentation it produces is formatted to be a complete guidebook for personalizing professional development.  The TTI process provides individualized performance programs that guide managers on what to look for and what to provide for managing, coaching and mentoring an employee.

Since it is appropriate at every level of the organization, the job matching process is also the best possible way to systematically integrate succession and leadership planning.

Click here to download a white paper entitled “Job Matching – The Key to Performance