[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-298097-105":3,"detail-sidebar-cat-0-en-105":81,"doc-detail-298097-en":131},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","the-new-art-of-hiring-smart-matching-the-right-person-to-the-right-job","The New Art of Hiring Smart - Matching the Right Person to the Right Job","","Hiring success hinges on aligning a candidate with the right role rather than relying on training to repair poor selection. The text explains why traditional selection methods centered on raw ability miss critical aspects of performance. It frames job effectiveness through three cornerstones: organizational match (attitude and culture fit), skills match (technical competence and relevant expertise), and job match (cognitive ability, interests, and personality). It also critiques face-to-face interviews by describing halo effects and unconscious bias.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & Report",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/document/the-new-art-of-hiring-smart-matching-the-right-person-to-the-right-job/298097/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/the-new-art-of-hiring-smart-matching-the-right-person-to-the-right-job/298097.png","ImageObject",300,407,{"name":42,"@type":43},"Dipper","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-11-01","2026-09-18",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",14,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"What makes hiring for performance difficult to fix after the fact?","Question",{"text":63,"@type":64},"The document states it is very difficult and expensive to train your way out of a bad hiring decision, because the selection process is the most critical and controllable variable.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"What are the three factors affecting a person’s ability potential?",{"text":68,"@type":64},"It identifies attitude (organizational match), technical competence (skills match), and cognitive ability, personality structure, and interests (job match).",{"name":70,"@type":61,"acceptedAnswer":71},"What problems can arise from face-to-face interviews?",{"text":72,"@type":64},"It describes the halo effect, where interviewers project recognition, and unconscious bias, where differences between candidate and interviewer can skew judgments; the text emphasizes the subjective nature of interviewing.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},298097,1789750855,{"code":4,"msg":82,"data":83},"success",[84,88,92,96,101,106,111,115,120,123,127],{"id":22,"doc_module":4,"doc_module_name":25,"category_name":85,"show_sort_weight":86,"slug":87},"Story & Novel",90,"story-novel",{"id":26,"doc_module":4,"doc_module_name":25,"category_name":89,"show_sort_weight":90,"slug":91},"Literature",80,"literature",{"id":33,"doc_module":4,"doc_module_name":25,"category_name":93,"show_sort_weight":94,"slug":95},"Exam",70,"exam",{"id":97,"doc_module":4,"doc_module_name":25,"category_name":98,"show_sort_weight":99,"slug":100},5,"Comic",60,"comic",{"id":102,"doc_module":4,"doc_module_name":25,"category_name":103,"show_sort_weight":104,"slug":105},6,"Technology",50,"technology",{"id":107,"doc_module":4,"doc_module_name":25,"category_name":108,"show_sort_weight":109,"slug":110},7,"Healthcare",40,"healthcare",{"id":112,"doc_module":4,"doc_module_name":25,"category_name":29,"show_sort_weight":113,"slug":114},8,30,"research-report",{"id":116,"doc_module":4,"doc_module_name":25,"category_name":117,"show_sort_weight":118,"slug":119},9,"Religion & Spirituality",20,"religion-spirituality",{"id":118,"doc_module":4,"doc_module_name":25,"category_name":121,"show_sort_weight":118,"slug":122},"World Cup","world-cup",{"id":124,"doc_module":4,"doc_module_name":25,"category_name":125,"show_sort_weight":124,"slug":126},10,"Lifestyle","lifestyle",{"id":128,"doc_module":4,"doc_module_name":25,"category_name":129,"show_sort_weight":97,"slug":130},19,"General","general",{"code":4,"msg":82,"data":132},{"doc_id":79,"user_id":133,"nickname":42,"user_avatar":134,"doc_module":4,"category_id":112,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":135,"file_id":136,"file_url":137,"file_type":138,"file_size":139,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":140,"language":141,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":142,"faqs":143,"seo_title":144,"seo_description":12,"update_tm":80,"read_time":145,"preview_page_count":4},1374404997633,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","The New Art of Hiring Smart: Matching the Right Person to the Right Job  \nArlen T. Swenson  \nInternational Institute of Marketing Excellence, Inc.  \nIn his book, Right Person􀀁Right Job, Chuck Russell wrote: “Core personality is made  \nup of traits that have been conditioned over many years. Such traits are critical in  \nassessing a candidate’s ability to perform virtually any aspect of any job”(1) . Albert Einstein once said you cannot solve problems with the same kind of thinking that you used to create them (2) .  \nIf you keep on doing what you have always done, you will keep on getting what you have always gotten. Organizations and businesses spend an enormous amount of time and money in a neverending effort to train, coach, motivate, or develop marginal employees to a level of performance that is merely adequate. In organizations and businesses throughout the world, there are people who are not performing at the levels expected. At some time or another, virtually every person has been in a job that was not right for him or her. All the same, organizations hired each of these people with careful thoughts and positive expectations. Most people took those same jobs with every intention of succeeding.  \nIt is very difficult and expensive to train your way out of a bad hiring decision. The process by which individuals are selected is clearly the most critical and controllable variable in the development of a productive and successful work team. However, traditional selection methods have several limitations for the accurate understanding of people and their performance. Traditionally, organizations have viewed people and their performance within the context of ability. Those with lots of ability can do almost anything well, and those with less are often assigned to jobs in which they won’t cause significant damage. This type of thinking supports the belief that education, experience, training, and more training will enhance ability and, therefore, performance. If a person with perceived ability does not perform well after being trained, his or her problem is assumed to be motivational.  \nCORNERSTONES OF JOB PERFORMANCE  \nIn reality, three factors may have impact on a person’s ability potential: attitude (organizational match); technical competence (skills match); and cognitive ability, personality structure, and interests (job match) .  \nOrganizational Match  \nOrganizational match is the degree to which the candidate’s attitudes, values, ethics, and grooming fit those required by the job position. Face-to-face interviews are typically used to evaluate these things. Being honest, drug-free, and not prone to hostility are also important factors, and are usually determined by use of various paper-and-pencil, electronic, and chemical tests, as well as by background checks. The perception,  \nPresentations from the 12th Equipment Management Workshop 57  \nintuition, and experience-based observations of a well-trained interviewer are invaluable in assessing certain qualities of attitude and match with an organization’s culture. There are problems, however, with relying wholly on the face-to-face interview process.  \nOne such problem, the halo effect, occurs when the interviewer sees a part of himself or herself in a job candidate. The interviewer may focus on a common experience, part of growing up, school, or some other aspect of background that he and the applicant share. A similar personality characteristic in the interviewee could generate a positive feeling of recognition within the interviewer. This self-recognition generates a “halo” that can cause a relatively mediocre candidate to glow with merit. On the other hand, another potential pitfall of the interview process is the unconscious bias, which is the opposite of the halo effect. The more a candidate is different from the interviewer, the more conscious effort is required on the interviewer’s part to regard the candidate in a positive or neutral light. This is a fundamental ","cbCaicmris0IlB7i","https://ap.wps.com/l/cbCaicmris0IlB7i","pdf",66098,15,"English","# Cornerstones of Job Performance\n## Organizational Match\n## Skills Match\n## Job Match","[{\"question\":\"What makes hiring for performance difficult to fix after the fact?\",\"answer\":\"The document states it is very difficult and expensive to train your way out of a bad hiring decision, because the selection process is the most critical and controllable variable.\"},{\"question\":\"What are the three factors affecting a person’s ability potential?\",\"answer\":\"It identifies attitude (organizational match), technical competence (skills match), and cognitive ability, personality structure, and interests (job match).\"},{\"question\":\"What problems can arise from face-to-face interviews?\",\"answer\":\"It describes the halo effect, where interviewers project recognition, and unconscious bias, where differences between candidate and interviewer can skew judgments; the text emphasizes the subjective nature of interviewing.\"}]","The New Art of Hiring Smart - Matching the Right Person to the Right Job | PDF",38]