prahalad and hamel (1990) are of the view that, the general managerial epithet, people are our greatest asset is a tired cliché. how true is this making reference to zimbabwean organisations?
Answers
1. Look at the past: CV, education, qualifications, background check, criminal record - get the facts!
2. Look at the present: Good interviewing skills, prepare in advance, ask good questions, listen, be fair, remove "internal noise and prejudices' (halo effect, stereotyping, preconceived notions etc), think of the company?s interests
3. Look at the future: This is the step that most companies skip. The past and the present is much like an iceberg: "what you see is not what you get'. Successful companies use job fit profiling tools to help make important hiring decisions, which helps managers with key information that they would never know otherwise.
Profiling tools serve the following objectives:
1. To confirm and verify information of the right short listed candidates
2. To reveal behavioural, cognitive and occupational interest traits; as well as other relevant information
3. To predict job fit
According to a study by the Corporate Leadership Council, hiring the wrong executive can cost an organization as much as three times their annual salary. The Gallup Organization has noted that the cost of poor hiring decisions may even be much higher than previously estimated. Some researchers have calculated the cost of a bad hire can be as high as twenty four times the position?s base salary.
If the "right people are your greatest asset', then conversely "the wrong people are your greatest liability'
Jim Collins suggests that an important role of leaders is to:
1. Get the right people on the bus
2. Get the wrong people off the bus
3. Get the right people on the right seats on the bus
4. And, the bus will take you somewhere great.
Putting right people in the right jobs needs is part of the winning culture of successful companies.
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