The big question is how? With all the various screening, selection tools and assessment opportunities that exist how can so many hiring organisations get this so wrong? Is it a case of short cuts and assumptions that result in limited real knowledge of what drives performance in a role? Job analysis is not a nice to have but an essential start point to develop the tools to identify the right talent to hire.
Not only would hiring more of the right people suitable skilled and qualified to perform job drive up performance but also this would be a significant contributor to reduced attrition and higher engagement.
Nearly half of workers report being mismatched in their roles, with 37% over-skilled and 12% under-skilled. Over-skilled workers are less satisfied and nearly twice as likely to want to quit than those in well-matched roles. Over-skilled workers are also more likely to say their job offers poor prospects for career advancement, training and skills development. Over a quarter (26%) report ‘lack of opportunities’ as the biggest barrier to progression, followed by ‘lack of confidence’ (14%). Low-paid workers have less labour market mobility — only 12% of those earning <£20,000 p.a. have been promoted in their current organisation, compared with 45% of those on £40,000 or more.Almost a quarter (24%) of workers had undertaken no training in the past year, with older, low-wage or part-time workers and also self-employed the worst affected.