What Is Liability Matching?

The basis for effective allocation and reasonable use of human resources is the matching of personnel and posts. First, the matching of job responsibilities and individual characteristics of employees is the basis. Second, matching job remuneration with employees' needs and motivations is the key to motivating employees' behaviors, that is, employees' talents are highly applicable and exerted through the best use of their talents.

Person-to-person matching

Person-Job Matching (PJ, Person-Job)

Person-post matching refers to the correspondence between people and posts. Every job has various requirements for the quality of the incumbent. Only when the incumbent possesses more than these requirements and reaches the required level can he be best qualified for the job and get the maximum

"Personnel and job matching" is based on the principle of "getting the job done" and "fitting the job to fit the job", according to the different qualities of different individuals to arrange different people in their most suitable positions, so as to achieve "the best use of talent , Make the best use of it. " As we all know, enterprises and individuals are a community of interests. Enterprises are the stage of their careers. Selecting the right person for the job; as long as the person is suitable for it, try to arrange him to the appropriate position and give full play to his talents. Only in this way can people perform their best on the stage and the stage will be wonderful.

"Personnel and job matching" on the one hand has great benefits for people's professional development. On the other hand, for the company, the role of talents is maximized, and the company will get corresponding returns, so that enterprises and individuals can achieve a real win-win situation. . So, how to achieve "matching jobs" in enterprises?

1. Knowing the job: job analysis

The starting point of "matching people and posts" should be knowing posts, because only understanding

What is the way to achieve job matching?

We have three steps in practice:

1. Clear definition and job description.

Based on job analysis, job descriptions are performed according to job workflow and job content. This is a basic document for human resource management in an enterprise.

2. Define competency standards.

The so-called "competency" refers to the sum of personal traits that determine employees' competence for a certain position and can produce high performance. It includes 6 dimensions: knowledge, skills, social roles, self-awareness, quality and motivation. The correct selection should be based on "competency" as the standard to assess whether the person's ability and quality match the post requirements.

3. Seek effective evaluation methods.

After the competency standard is determined, what methods can be used to select candidates fairly and effectively? Many companies have implemented competition for employment, and the core evaluation link is to give a speech on the competition. The topic is often "what if I work in XX positions?" However, there are often two phenomena in the assessment results: one is able to speak but not do it, and the performance is not good after coming up; the other is able to do but will not say, it is difficult to find its talents in the bidding process. In fact, the job-speaking presentations are hypothetical scenarios rather than real situations. It is difficult to evaluate whether the candidates themselves have the abilities required for the position. Of course, the results of the competition are not convincing. In response to this problem, based on the job description and competency model in the previous stage, according to the eight competence dimensions required by the mid-level cadre job competency model, non-leader group discussions, paper basket tests, and structured interviews were used in job competition. And 4 psychological assessment tools to measure the degree of match between the candidate and the job. For example, to evaluate the communication and coordination ability characteristics of the candidates, we simulated the team working environment using a method without a leader group discussion, allowing five or six candidates to discuss the set issues at a specified time, and draw a unified opinion of the group. The evaluation team observes the behavioral performance of each candidate, and compares the behavioral performance description of the ability in the competency model to give the candidate's ability score. Through the comprehensive application of evaluation techniques such as man-machine evaluation, scenario simulation, and structured interviews, the candidate's knowledge level, ability structure, work skills, career orientation, and development potential are measured and evaluated item by item against competency standards, and referenced Psychological evaluation results, past performance, etc., comprehensively determine the degree of match between the candidate's ability characteristics and job competency standards, and on the basis of this, predict their future performance, thereby achieving a more accurate evaluation of people in a short time.