The People Component of EOS™ model indicates it is key to have the right People in each position. How do we do that? How do we ensure each person we hire is the right one?
By considering all dimensions of the mind – affective, conative and cognitive – organizations can hire and evaluate employees in a way that is both strategic and mutually beneficial. This ensures that individuals are aligned with their roles for total commitment and optimal performance:
- Want to contribute through their role and their tasks
- Act naturally in alignment with the job
- Be capable of executing the role successfully
- Want to stay in the position and evolve within the company.
Working or hiring at all costs is not an effective strategy for either employees or companies. The ideal approach is to ensure alignment between the needs of the company and the employee’s natural inclinations, facilitating success through a well-defined framework:
Affective
- The mission motivates the employee
- Working conditions match the employee’s preferences
- Expected values and behaviors align with the employee’s own
- The employee is interested in all job tasks and enjoys performing them.
Conative
- The instinct to act is aligned with the needs of the job’s need
- Instinctive strengths and natural talent are leveraged without requiring adaptation.
Cognitive
- The employee has sufficient knowledge and skills to ensure success in the role
- Continuous learning provides additional tools for growth.
This approach aligns with diversity and inclusion standards in recruitment because it focuses solely on potential.
During job interviews, candidates are often extensively questioned, while companies are questioned very little. Yet, there are many important questions to ask to determine whether the company, the role, the tasks, and the team are a good fit. A job is a contract—a win-win agreement.
Why is it that the same person can be a top performer in one company, a misfit in another, and unable to function in yet another?
Even today, can we truly say that the interview process allows us to understand the unique characteristics of both the individual and the company? Are we giving ourselves the time and means to connect? Staff turnover and the quest for well-being at work remain pressing issues. How do we achieve the perfect matches?