Page 164 - Company Excellence

Part III: Chapter 5 ‐ It's all about the people

Networking. Addressing people through job advertisements in
particular plays a rather subordinate role, which is why I will deal
with this at the end of this chapter. The claim to achieve a fit
between job and person may and must be expressed very clearly in
job advertisements and profiles. It is also a matter of answering the
question of which competencies and personal characteristics the new
employees should have so that they can best support the company
in achieving its goals. As a reminder, anyone wishing to fill a vacant
position with a new employee needs to know what the target profile
of the position is. This requirements profile is compared with the
actual profile, i.e. with the qualification profile of the person applying.
If the company wants to find the best employee for the vacant
position, it should be ensured that the applicant supports the vision
and can identify with it. For example, what use is the most competent
sales manager who does not want to support the corporate vision of
developing into a high-turnover company that also pursues social and
charitable goals because she cannot identify with the latter goal but
has other motivators? Or which is not prepared to push the closing
orientation in customer discussions because it rejects this as a
"shirking method"? That is worthy of all honor, but it prevents a high
level of fit.
Matching and the use of the above-mentioned tools help to
define the target profile of a vacant position more precisely so that the
job advertisement or profile can address the personality type and the
decisive motivators. In this way, applicants can be addressed
according to their type. Example: If the company is looking for a
saleswoman with a high red-yellow component and a strong eco-
nomic drive, it makes sense to design the job ad and profile
accordingly - also to avoid attracting the attention of, say, a
businesslike blue type. Experience shows that a

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