Job matching for better performance By HBR 1980 Herbert M.

Greenberg and Jeanne Greenberg This article mostly talks about thee hiring criteria of any company. The hiring judgments explain how the turnover of sales personnel in most industries persists. According to research 55% of the sales people holding sales position have no ability to sell. While 25% having sales ability but trying to sell wrong product or service. Remaining 20% people doing their job successfully and make 80% of sales for the company. This article focuses on persistent hiring tenets to suggest the approach of selecting successful sales people and sales managers from different area. The findings we report are based on our study of more than360, 000 individuals in the United States, Canada, and Western Europe since 1961. The study Covers 14 industries. Approach 1: job performance people under 40s vs. over 40s ( no difference in sales regarding age) men vs. women ( no performance difference between the gender) black vs. white (black poses same ability as compare to white and gives advantage to company) freshers vs. experience ( experience not play such important role here) less educated vs. more educated ( education is must but after a training period less educated do same as more educated generally in technical sales) There is an old saw that 20 years experience reflects one years bad experience repeated 20 times. Approach 2: job matching Right person at right place according to the actual job. Personal ability and emotions is to match with specified job and organization. Job criteria which matching the individual with right job. They done survey with individual having job-matched vs. non job-matched in low turnover and high turnover companies and they find that, mostly in low turnover companies individual having jobmatched is outperformed as compared with non job-matched, but there is no such difference in high turnover companies. This study shows that an interviewer should quite closely study the reaction of individual's. Of course applicant has to say that 'yes, that's what I like to do'. Sometimes when people are confronted with the actual job function they may say that this job is not for me. This is all the reactions which an interviewer has to watch closely and take decisions while hiring people's on the job. What important is whether the technique employed does indeed measure the persons key job attributes.