How many times will we hire employees with impeccable résumés and impressive interviews just to end up disappointed…again? Is there any hope for finding a workable solution to this counterproductive practice?

Turnover continues to pose significant problems to companies in virtually every American industry. The USA Today reported recently that research conducted by McKendrick & Associates for Olsten revealed that nearly 60% of executives in the U.S. expect their organizations to be understaffed this year, compared to 45% in 1997. Research conducted by William M. Mercer, Inc., and the Pittsburgh High Technology Council found that 88% of American hi-tech workers polled cited a shortage of qualified job candidates.

Aggressive hiring practices of competitors was the top reason for turnover, according to hi-tech employees surveyed for the Mercer study. Other reasons included dissatisfaction with income, career opportunities, management practices and type of work, and a feeling that the organization lacked direction.

Clearly, the results of these studies signal a problem in America’s workplaces and not just within the high technology industry. Workers across the country are echoing these same feelings of dissatisfaction. Such sentiments—if not adequately addressed—will ultimately undercut an organization’s best efforts to enhance performance, and therefore hurt its bottom line.

Given today’s low unemployment levels, fierce competition for qualified employees, and increasing demand for skilled workers, high turnover is truly a modern-day paradox. But despite a scarcity of highly skilled workers, many companies are on the threshold of an extraordinary opportunity, a chance to realize the enormous unmet potential of current and prospective employees. The nagging question is "How?"

Before making an offer of employment, hiring managers should carefully consider the following:

• the sources of motivation an individual brings to the workplace;
• his/her sensitivity to changes in mood and outlook;
• his/her willingness to acquire new information and help others;
• the situations that might interfere with his/her potential for success; and
• the likelihood that these barriers will impede or negate his/her strengths.

Beyond these general guidelines, are there preventative measures a hiring manager can take to ensure a good employment fit? Is there anything the job candidate can do? The answer to both of these questions is a resounding "YES!"

Let’s begin with the employer:

1. Develop an interviewing process that will draw out the candidate’s behavioral strengths and weaknesses.
2. Understand the basic behaviors needed to perform the required tasks at superior levels, and with minimal stress. Skills are important, but not essential. If an individual’s behavior is consistent and natural, the skills needed for the position can be acquired.
3. Remember, a whole person, "baggage" included, comes to work each and every day. Often, s/he learns many aspects of employee behavior as s/he adapts to life in a new work environment. Discuss the reasons and motivations for this behavior as well as his/her vision of the qualities necessary for the position.
4. Ask the candidate to analyze both good and bad aspects of his/her current position and past experiences with differing management styles.
5. Address performance enhancement. Ask the candidate to explain ideas s/he may have for improving performance on the job.

If you’re the job candidate, try the following:

1. Isolate the behavioral style of your potential supervisor and management team through conversation and networking.
2. Read job descriptions and talk with those individuals performing the functions you will be asked to tackle to see if the position coincides with and enhances your behavioral style.
3. Investigate the corporate culture through employee handbooks, policy and procedural manuals, and discussions with employees from different departments within the company, whenever possible.
4. Request that management’s expectations be explained to you by more than one person (e.g., by both a peer and a superior).
5. Show initiative. Ask what you can do to enhance both the role of the position vis-à-vis the department and the department vis-à-vis the company.