Recruit To Retain

Have you ever hired a new worker, only to have them leave after a few weeks or months in their job? Or have you promoted someone to a leadership position and found that their staff continually complained about them or perhaps even quit? 

These situations can happen if there isn’t a good fit between a worker’s interpersonal and emotional competencies and the psychological demands of the job they were hired for or promoted to.  

Every job has its own set of psychological demands. Psychological demands are aspects of a job that could be a hazard to a worker’s health and well-being if not properly matched to their skills, knowledge, personality and emotional intelligence. Examples of psychological job demands are requirements to travel, work in shifts, support people in distress, meet tight deadlines or work outdoors where you are exposed to noise.  

Every person has different things that cause them stress. Depending on a worker’s experiences, skills set, preferences and personality, they may be suited for certain types of jobs more than others. When recruiting or promoting, it’s also important to consider if they are a good fit for the psychological demands of the job. 

When you clearly articulate psychological demands in the hiring and onboarding processes, workers have a better chance to prepare for and respond to the psychological demands of the job. Some common psychological demands that can be included in hiring, onboarding and promotion decisions are:  

Recruiting and hiring workers who fit with the psychological demands of the job, will increase the likelihood of having long-term, happy and engaged employees with fewer health complaints and enhanced performance.