Right Person, Wrong Role.

Right Person, Wrong Role: what does it mean, and how do I avoid it?

What happens when an employee who performs well in a particular area of work is placed into a different role that does not match their abilities, their preferences or their personality? 

Sometimes people are high performers in a given area but, when promoted or moved to another area, are taken out of their comfort zone. A top sales person, who excels in dealing with customers and prospects, might struggle with the skills of data management or interpreting reports. The best IT person, who can take complex issues and produce manageable workflows, may struggle with managing people, or simply has no desire to do it.

How do you know if a person will fit a given role? 

Understanding all of the components that make up a job role will go a long way to helping get the best fit. But how do you identify these components?

Prevue has produced a document that explains the various components to be considered when designing an ideal job profile, and what each of the components means. Best of all, it is written in plain English, and can be easily understood by any person involved in setting up a benchmark for a role.

See how easy it is.

Here is an interesting exercise. Get 3–6 people who are familiar with a role (either a current role or one that is being developed) and ask them to describe what they see as the ideal profile. We can set this up so that it only takes around 10 minutes of input from each person.

When you compare the results of each, some components will match and others will not. This then needs to be discussed/debated using the logic of the Prevue document that we shared earlier. If the people recruiting for a role can't agree on what the profile should be, it will make it difficult for someone coming into the role. Worse still, you could damage one of your high performers’ confidence by moving them into a role for which they are not suited.

To get a benchmark to this stage costs nothing but time. Even when activated, the investment is small. When compared to the cost of staff turnover, and the negative impact of putting someone into a role for which they are not suited, the cost is minimal.

Let us make it even easier for you.

We can facilitate the discussion between the contributors for you. To set up the first profile, all we need is a job title and the names and email addresses for 3–6 people who could contribute to the input.

Contact us now to make an appointment.