Mis-Matched Employees

There are three ways that people can be mis-matched in an organization. This comes back to the three principles of effective organization design, which is core to Requisite Organization. Each person has what is called Current Potential Capability, which is their ability to handle complex thinking. This occurs in different levels. As a person moves up an organization, work gets more complex, and a person must be able to think in more complex terms, called Capability.

Fit within an organization occurs in three ways:

Person-to-Role Fit

A person must match the needs of a role. If a role requires a person at level 3, for example, a level 2 capable person will not be able to do the work, and a level 4 capable person will likely be bored and disengaged.

Person-to-Manager Fit

A person must match appropriately to his or her manager as well. A manager must be one level higher in capability than the employee. Too far removed, and there will be communication issues, and the employee will not always understand what is expected from the manager. Too close, and the manager may micro-manage or not be able to provide sufficient additional value when an employee needs help.

Role-to-Role Fit

Matching a person’s role to a manager’s role assures proper relationship and communication. A manager always needs to be one level higher than an employee in order to add sufficient value as a manager and for there not to be conflict over production. This is the easiest relationship to fix, as it’s just a matter of moving roles on an org chart to assure proper balance and accountability.

Further Information

To find out more about organization design and assuring effective fit within your organization, we recommend the PeopleFit Managerial Diagnostics training program. This is available both as self-paced and instructor-led training, and can be found here.

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PeopleFit introduced us to the concepts of Requisite Organization and helped us apply them to our chaotic situation. I’ve seen the difference they make. We are working normal hours now, and my emails are down from several hundred to 75 per day. My department is no longer a roadblock. We are resolving 90% of customer complaints within our 30 day goal and we are delivering customer surveys in a matter of weeks when it used to take months. The quality of my hiring decisions is better. I’ve hired four people in the last year and they have all been stellar performers, and people are staying longer than two weeks! These concepts inform all my processes now. When I make changes, when I create new roles, when I hire, these concepts are always on my mind.
Marcy Matlosz, Global Director of Quality and Regulatory Affairs, Mallinckrodt Baker, Inc.