Apart from that their is the issue of culture and performance and how that is being cultivated and crafted. As a coach, this is the most key aspect of employing and working with people that I work on with any leader.

I have interviewed as many as 7 people who left their jobs who were excellent at their job for one employer. The employer wanted to find out why they lost 7 people in this category over 2 1/2 years. I found out. The employer did not value these people. It was exceptionaly costly to the company and each person I interviewed walked into a comparable job at another company in a better situation. Translated, no leadership in the company.

Thanks for your comment and observations although I’m not sure I agree with you.

You say ‘in the first place’ as if to suggest that screening and assessment alone could avoid the problems mentioned above although I don’t immediately see how, except for number two of course.

You then suggest the reasons that employees leave can be avoided through job and candidate profiling. I agree that having a good profile — and recruiting to that profile — makes a huge difference to retention on the back end but it seems to me that the items above have much more to do with employee engagement and poor management and workplace environment, don’t you think? After all, if the employee leaves after a number of years work then the reasons cited above probably have more to do with job conflicts that arise and develop over time than those that could have been avoided through targeted selection alone.

My experience…
- Understand the job through a job benchmark.
- Profile candidates and compare their results to the job benchmark.

Most employee disengagement are a direct result of being in the wrong job - “Job-Me Conflict” and the balance is a result of lack of interpersonal effectiveness with their boss and team members.

Respectfully,
Chris Young
701-530-0806