The stress many businesspeople feel today might be caused by something\n\nmuch more significant than economic, industry or business conditions.\n\nSome people probably are just in the wrong job.\n\nThis has nothing to do with whether the person has performed well\n\nin the past or whether the person is intelligent or talented. It could\n\nbe that the specific tasks associated with the job do not match the\n\nspecific skills that the person is particularly good at.\n\nIn a nationwide survey, NFI Research found that more than\n\ntwo-thirds of senior executives and managers say that the requirements\n\nfor specific jobs do not extremely well match the people currently in\n\nthose jobs. More than three-quarters of managers said that the jobs and\n\nthe people in their organizations are not extremely well matched.\n\n\u201cOne of the most important aspects of senior leadership\u2019s role\n\nin the organization is to match the skill sets of the management team\n\nand their assignments to meet the corporate goals and objectives,\u201d said\n\none survey respondent.\n\n\n\n\n\n\u201cIn many cases, it\u2019s more about political match than people match,\u201d said another respondent.\n\n\n\nThe reality is that the inherent skills of the person may not be\n\na match for the skills needed for a particular job. Every person has\n\ncertain inherent skills, such as the ability to stay focused,\n\nflexibility, self-restraint and time management. Some of those skills\n\nin a person are stronger and some are weaker. The unique combination of\n\nthe strengths and weaknesses in a person\u2019s skills are what I have\n\ncoined as skill identity. Every person has a skill identity.\n\n\n\n\n\nWhen the skill identity of a person is a total mismatch for those\n\nskills needed for a particular job or task, the person is set up for\n\nfailure. This is why an absolutely great salesperson might fail when\n\npromoted to a management position, which might require a totally\n\ndifferent skill identity. Once you become an adult, your skill identity\n\nis fixed and cannot be changed.\n\n\u201cPersonally, I prefer to build an organization based on people\n\nskills and strengths,\u201d said one survey respondent. \u201cMy current company\n\nhas chosen to do the reverse: Build an organization chart and then try\n\nto fit people in the boxes. So far, I consider that the results are not\n\nso great.\u201d\n\n\n\n\n\n\u201cTitles get in the way,\u201d said another respondent. \u201cI wish we could sort by skill set.\u201d\n\n\n\nWhen it comes to how their immediate superior\n\nmatches with the job he or she has, about half of senior executives and\n\nmanagers said they were not extremely well matched. \n\nSome organizations have taken seriously the issue of matching people to\n\njobs, primarily due to the high cost of replacing employees.\n\n\u201cWe have changed the way we select staff in the past two\n\nyears,\u201d said one respondent. \u201cWe have adopted behavioral interviewing\n\ntechniques to make sure we are getting the right people on the bus, in\n\nthe right seats on the bus and getting the misfits off the bus. We have\n\nseen a noticeable change in the attitudes, work product and morale\n\namong staff since moving in this direction.\u201d\n\nSaid another: \u201cTalent management is one of the biggest issues\n\nfacing organizations today. Job descriptions are typically stale and\n\ndated and don\u2019t reflect the reality of what the companies need today in\n\nthe way of top talent. As a result, we recruit or allow people to stay\n\nin jobs with skills based on what the job required years ago. This\n\nreality does not cause us to find or train the type of employee we need\n\nto survive in today\u2019s competitive world.\u201d\n\nBusiness should be more focused on determining each person\u2019s\n\nskill identity and then making sure that the strengths are matched with\n\nthe appropriate tasks.