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FILLING THE EMPLOYMENT GAP: The Art of Hiring and Retaining People Who Fit

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One of the most important decisions utilities make is who to hire. As the baby boomer generation transitions out of the workplace, it is important to establish effective hiring practices rather than panic and hire any and all that may apply. It is equally important to implement effective approaches and methods that will help the new employee answer the question, “How do I fit in here?” An effective hiring process begins with identifying the knowledge, skills, and abilities required for a position. This first step is essential for matching the job requirements with the applicant's qualifications and selecting those that match best.

An often-overlooked aspect of hiring is the importance of how well a person's values match the organization's culture and values. Studies show that an applicant's perceived match of their values with an organization's values positively influences the employer's selection. Studies also show that a good values match results in positive employee attitudes and increased retention. In the tight labor market ahead, identifying organizational values and making those values known to applicants will help increase the hiring effectiveness success rate.

Another equally important aspect of hiring is the process of entry into the organization. New employees often feel stress and anxiety in their new position. For example, they need to learn about their job responsibilities, they may feel less capable because are the “new kid on the block,” and they are also learning and experiencing a new culture. Implementing systems and techniques for a positive job entry experience increases the level of job satisfaction and retention.

This paper will provide research results and practical applications and techniques for establishing an effective hiring, selection, and retention process.
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Document Type: Research Article

Publication date: 2004-01-01

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