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Recruiting Policy Assignment

Question: We have all worked with someone who did not seem to fit the role for which he or she was hired, or did not seem to fit in with the organization, or did not have the right skills for the job. How does this sort of thing happen in organizations? Is the organization at fault? If so, why?

Solution:

o While recruiting new workers as culturally fit increase the productivity of an organization and more profit is earned. There is an improvement in an organization financially. Culturally fit in an organization is a concept means hiring like -minded people whose ideas are similar to the decision makers and rejecting others. The argument is that hiring fit people will work harder and remain attached to their jobs and stay in the company for a longer period of time. Sometimes it is not justified to recruit such people blindly as it will hamper the induction of new ideas which are required for growth of an organization and to compete with the similar organization (Aboraya, 2019).

o Some recruiters do not consider the fit as of organizational values but their personal matching. Then they enjoy their company and spend a pleasant time with them. Fit for decision-makers was different from their ability to move along with clients. Generally, the recruiters are interested in knowing their hobbies, details about their birthplace and biography and judging the new hires on the ground whether it is matching with them. As a result, fit can exclude those talented people who could perform better but are stereotypes. Non - performing organizations to be blamed for recruiting such fit people and they notice the downfall of the company (Bruchmüller, 2011).

In my opinion, it is organization fault who have failed to evaluate and access the candidate skills, experience and the related knowledge. An organization understands their roles requirement and how to blend the candidate into system. If the candidate does not fit, either he/she should not be hired or if hired, should be given appropriate training.

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