Match made in hell
Study shows employers who ignore workplace fit during hiring process do so at their own peril

WHEN IT COMES to finding the right candidate for a job, employers are often their own worst enemies.

That’s one of the key findings from a recent workforce study conducted by Hays Canada, a recruitment firm. The survey found the number one reason people leave or lose their jobs is workplace fit: the match between people, workplace practice and their expected social behaviours. The study also found 49 per cent of employers admitted hiring people they felt were not a fit with their team or corporate culture. More than half of these hires (56 per cent) ended in the person’s dismissal.

So why do employers make this mistake so frequently? Rowan O’Grady, president of Hays Canada, says it’s often because they place more emphasis on a candidate’s technical skills than their social skills. “When people assess fit, they seem to focus on the wrong things,” O’Grady says.

This misguided focus can be costly. Employers reported that hiring someone who wasn’t a match for their team had a harmful impact on workplace morale and productivity. They also said the hire cost their company anywhere from $10,000 to $50,000, and in a few cases, more than $100,000.

To avoid making this kind of hiring mistake, O’Grady suggests employers tweak their recruitment process. O’Grady says interviews often don’t reveal the true nature of a job seekers personality, so employers must find ways to recreate that first day on the job to see how the potential hire might get along with his or her co-workers and bosses. “Get the candidate away from the traditional interview environment. Have them meet with the team they will be working with or invite them to a company social event,” O’Grady says. “Fit in a lot of instances trumps skill set.”