Person–environment (PE) fit theories advocate that individuals are likely to perform better and exhibit more positive responses to work when they ‘fit’ or match congenially with their working environment (Carless, 2005). This concept is further developed by the concepts of ‘person job fit’ (PJS) and ‘person organization fit’ (POF), human resource concepts used to facilitate the selection and recruitment process. PJS concerns matching an applicant’s knowledge, skills and abilities (KSAs) to job requirements (Saks, Ashforth, 1997). POF is a deeper concept which relates to the degree of compatibility that exists between an applicant’s and an organisation’s attitudes, values and beliefs (Saks, Ashforth, 1997).
Recruitment concerns itself with attracting a pool of, ‘the right kind of candidate’ to an organization. By definition, this endeavour is fundamentally linked to the PJF and POF concepts. The application of POF to recruitment has emerged from Schneider’s (1987) attraction-selection-attrition (ASA) model (Newell, 2009). Schneider suggested that ‘attraction to, selection into, and remaining in an organization’ are all established by the ‘perceived similarity’ between the person and his/her work environment (Newell, 2009). Recruitment is an expensive, but necessary process. In today’s competitive world, an organisation’s ability to attract suitable, talented candidates is of paramount importance. The costs of achieving this are high however, the costs of failure are equally expensive. With all things considered, including factors like training, employer pension contributions, general expenses the cost of employing someone may be equivalent to ‘twice their salary’. (Anonymous, 2013)
Recruitment strategies should primarily focus on giving a realistic and candid depiction of the job on offer, this process is informed by using PJF and POF as templates. Firstly, when constructing a recruitment strategy there must be a period of assessment where the job vacancy is analysed using observation, research and interviews with people currently employed in the position. This overview is achieved by using the concept of PJF as it is, in essence isolating necessary skillsets, qualifications and knowledge required from a prospective candidate.
Following on from this, a broader study is often conducted into the organisation as a whole; reviewing and clarifying the core values set out in the company’s mission statement and attempting to categorise the ‘corporate culture’, be it one of flexibility, innovation or expansion etc. This is where POF, becomes more significant, when recruitment becomes more concerned with less distinct attributes. This is where employer branding is key, here the company has the opportunity to communicate the ‘unique selling point’ of their organisation, the feature that makes applicants choose this company over a competitor. It should involve assessing the more appealing benefits of working for the company, ranging from uncomplicated...