BD[T@RIAL

Square pegs go in square holes

Employee turnover is a problem many companies address only when someone leaves and ihe replacement scramble begins.

Minimizing turnover should really begin long before the employee is interviewed. Surveys show that the company which correctly describes itself, profiles the job accurately and then matches the job with the applicant's unique talents, skills and beliefs can drastically cut turnover. Experts point to employee turnover as the largest single hidden cost in retailing.

The rose-colored glasses appear quickly when many companies tell a prospective employee what it's like to toil in their vineyard. Unless the employer is open about the true nature of the firm, what it does, what it expects and how it achieves results, how can anyone create a good match between the company and the new person?

Companies of all sizes need to frankly define the job they offer. Too many job descripiions are unrealistic and hide the true nature of the work to be done. Some are essentially dishonest. All this can only lead to big problems down the road when the new person discovers that what he was really

DAVID CT]TLER editor-publisher

hired to do bears little resemblance to the Chance of a Lifetime pitch that began the encounter. Why companies that should know better continue this unethical and stupid practice is beyond us. A truthful, blunt and honest description will save everyone grief, time and money.

Employee hiring is one of the classic shoals in business - maybe even the Bermuda Triangle. Let's face it, the majority of managers at all levels hire those they "like" rather than objectively evaluate the evidence they have for their decision. How many companies use the sophisticated hiring profiles widely available today? Not many. How many check out in-depth the glowing claims that decorate a resume? Not many.

Everyone agrees employees are the most valuable asset of any company. yet the muddlethrough amateurism persists, providing one more square peg for a round hole.

Each person is unique and can bring so much of value to any firm. The challenge is to convert hiring into a logical exercise that puts the square peg in the square hole to the satisfaction of all concerned.