角色契合無處不在：高敬業(yè)度幾率高出八倍的秘訣+Fit+Matters+Everywhere：A+High-engagement+Recipe+with+8-fold+Better+Odds

FitmatterseverywhereAhigh-engagementrecipewith8-foldbetteroddsOverviewIt’swellestablishedthathavingaworkforcebrimmingwithhighlyengagedemployeesisarecipeforsuccess.Researchshowsthattherelationshipbetweenworkengagementandjobperformanceisarobustpredictorofmultiplekeyoutcomes,includingproductivity,retention,profits,shareholderreturns,andturnover,amongothers(Markos&Sridevi,2010;Harter,Schmidt,&Hayes,2002;Harter,Schmidt,Agrawal,etal.,2020).KornFerryresearchshowsthatcompanieswithtopquartileengagementscores,comparedtothosewithlowerscores,hadtwicethenetprofit,2.5timestherevenuegrowth,and56%moreoftheiremployeessayingtheirjobbringsouttheirmostcreativeideas,helpingtodriveinnovation.Thisisallwellandgood,andorganizationswithengagementscoresinthetopquartilehavereasontobehappy.Butwhataboutthosecompanieswithless-than-stellarscores?Isthereamagicengagementpilltoboostoutcomesorarecipe,ofsorts,forimprovingengagement?2Althoughthereisno“magicpill,”recentKornFerryresearchsuggeststhatsucharecipemayindeedexist.Inanalyzingassessmentresultsfromover120,000peoplearoundtheworld,wehavefoundthatthedegreeof“fit”betweenanemployeeandwhat’sneededtodeliversuccessintheirroleisaconsistentdriverofengagement.Infact,apersonwhosepersonalitytraitsandmotivesmatchwhatisknowntobebestfortheirpositionis7.5to8timesmorelikelytorecordhighengagementscoresthanthosewithlowfit.StudyobjectivesTheobjectivesofthisstudy,whichupdatesandexpandspreviousresearch(Lewis&Jones,2016),aretwo-fold:?Analyzetheextenttowhichthe“fit”ofpeopletotheprofileofself-assessedbehavioralcompetencies,traits,anddriversneededintheirrolesleadstoincreasedworkengagement.?Investigatetheconsistencyinthisrelationshipandidentifyanysignificantjob,regional,orindustry-specificdifferencesbyexaminingalargesampleofdata,representativeofmultipleindustries,geographies,levelsofwork,andcoveringpeopleacrossthefullspectrumofdemographicgroupsintermsofage,gender,ethnicity,andculturalbackgrounds.Approachandmethodology1.Startwithwhatgoodlookslike.KornFerry’sexpertiseinwork,roles,andpeopleisbakedintoanextensivelibraryofover10,000best-in-classSuccessProfiles.Theseprofilesdefine:?Accountability:whatisexpectedfromtheroleintermsofoutcomesandresults.?Capability:howthejobwillgetdone.?Identity:coveringthewhoandthewhy,describingthepeoplewhowillbebestsuitedtobesatisfied,engaged,andexpenddiscretionaryeffortinthework.3InourInourSuccessProfiles,theunderlyingcomponents1ofCapabilityinclude30work-relatedcompetencyscores,whileIdentityisexpressedintermsof20specificpersonalitytraits,groupedintofivesuper-factors,andsixmotivationaldrivers.ThesetraitsanddriversareinformedbyothercomponentsoftheSuccessProfilemodel,includingthenatureoftherole.Theseattributeshaveasignificantbearingongettingthejobdoneeffectively.Job-specifictargetpsychologyisbasedonmultiplequantitativedatapointsdescribingthecharacteristicsofthejob,thecultureoftheorganization,andthelevelofseniorityoftheprofile,allwhileaccountingforregionaldifferences2.ThenatureandvolumeoftheKornFerrydatasetallowforthecalibrationofequationsthatdynamicallyanswerthefollowingquestionforthousandsofjobroles:“Giventhenatureofthejob,whatisthetypicalprofileofbehavioralcompetencies,traits,anddriversassociatedwithmaximumworkengagement?”2.Leveragehigh-qualityassessmentdata.Traits,drivers,andself-efficacyforbehavioralcompetenciesaremeasuredusingKornFerry’sworld-classpsychometric-basedself-assessments.Theseassessmentsusethemostrecentmeasurementtechnologiestomaximizeresistancetofaking,whileminimizingresponsebiasandimpressionmanagement.Duringdatacollection,keyrole-relatedvariablesarealsocaptured,includingjobnaturedata,workengagement,andorganizationalcommitment.Inthisstudy,individualscoreswerecomparedtotheSuccessProfilecommensuratewiththeirmanagementlevelandglobalregiontoobtaina“fit-to-profile”score3.1ForadditionalinformationonKF-CTDconstructs,seeLewis,Goff,&Hezlett,etal.,2021.2Jobmeasurementcanbeapproachedinavarietyofways.Wefindthatthemostprecisejobmeasurementcomeswhenrolesaremeasuredquantitatively,andwithmanyitems.Herewemeasurewhatpeopledomorethanthetitleoftheirjob,andthisprovidesahighdegreeofflexibilityforcharacterizingjobsandcustomizingSuccessProfilesacrossresearchandclient-relatedapplications.Thesamecalibrationdata,moreover,canbegainfullyimplementedtogenerateSuccessProfilesforjobsexpressedinlessfinely-tunedways—suchas,butnotlimitedto,byfunctionorlevelofseniority.3Euclideandistanceresultinginascalarvalue.Thiswasdonesuchthatscoresbelowthetargetcreatednon-zerodistance,whilescoresonorabovecreatedzero-distanceduetoourrepeatedempiricalobservationsandreportingrecommendationsthat,withafewexceptions,scoresonorhigherthanthetargetaredesirableformostscores.Thefewexceptionsweresimilarlyaccountedfor,suchthatscoresonorbelowtargetsweregivenzerodistancewhilescoresabovewereassignedtheirspecificnon-zerodistance.43.Usealargesamplesizetotestforconsistencyoftheresults.Inall,over120,000assessmentswereanalyzedaspartofthisstudy,coveringjoblevelsfromentry-levelindividualcontributorsandfirst-levelmanagersthroughtoseniorexecutivesandCEOsfromacrossthousandsoforganizationsineveryindustryandcountryintheworld.(OurdataincludedasolidgeographicalspreadacrossAsiaPacific,LatinAmerica,Europe,theMiddleEast,Australia,andNorthAmerica.)ParticipantscoreswerecollectedbetweenMay2018andFebruary20224.4.Splitthedatatoenableacomparisonofthosewithdifferentworkengagementlevels.Wesplitthedataintoindividualswhowerehighlyengagedatworkandthosewhowerenot,wherehighengagementwasdefinedas≥84thpercentileengagementwithinregionandmanagementlevel5.5.Compareindividualswithhighversuslowfitintermsoftheirworkengagement.Usingthefit-to-profilevariableastheprimaryindependent/predictorvariableandbinaryengagementastheprimaryoutcomevariable,weconductedseveralstatisticalanalysestodeterminetheimpactoftheformeronthelatterandwhethertheimpactwasmoderatedbyregion,managementlevel,industry,andinteractionsbetweenthem.4ParticipantdatainthestudywerecollectedbetweenMay2018andFebruary2022.ThecalibrationofSuc-cessProfileswasconductedonaseparatedatasetwithfewer,yetsufficientparticipantsacrossvariablesofinterest.SeeKornFerry,2019.5Ourunidimensionalwork-engagementmeasure(reliability=.82)isdescribedinmoredetailinLewis,Goff,&Hezlett,etal.,2021.ThesedatawereanalyzedusingaseparatelogisticregressionmodelforeachregionwhereinthebinaryengagementvariableservedasthedependentvariableandSPdistance,managementlevel,andtheinteractionbetweenthetwoservedastheindependentvariables.5KeyfindingsTheKeyfindingsThemainfindingsofthisstudywereasfollows:?Overallfindings:IndividualswithastrongfittotheirSuccessProfilewere,typically,7.5to8timesmorelikelytobehighlyengagedcomparedtothosewithlowfit,and2.7times(or170%)morelikelytobehighlyengagedcomparedtoaveragefitprofessionals.?Regionalvariations:Wefoundsignificantpositiveassociationsbetweenfit-to-profileandworkengagementforeveryregion(althoughtherearedifferencesinthemagnitudeoftherelationship).Insomeregions,theoddsincreasedtobeingover27timesmorelikelytohavehighengagement,buteveninthelowestcase,theoddsratioisstillabout1.8times(80%)morelikelytohavehighengagement.(SeeFigure1).Ineverycase,fit-to-profilewasassociatedwithanotableincreaseinhigh-engagementodds.Figure1.Averageoddsratiosforhighengagementbasedonfit-to-SuccessProfile.6?Industryvariations:Wefoundthatindustryhadlittletonomoderatingeffectontheextenttowhichthefit-to-profileimpactedtheoddsofhighengagement.ThissupportsourgeneralfindingthatSuccessProfilesarestableacrossindustries.Itshouldbenotedthatalthoughthereareindustry-specificskills,knowledge,andexperiences(allofwhichshouldbetakenintoaccountwhenconsideringthestrengthsandsuitabilityofacandidateforarole),thesameisnotevidentwhenitcomestothecompetencies,traits,anddriversofindividuals.Thenatureofthejob,levelofthejob,andregional/culturalvariationsaremuchgreaterinfluencersonthedriversofengagementthantheindustrytheroleisin.Figure2.TherelationshipbetweentheSuccessProfile(whatisneededinthejob)andtheindividual,andhowtheleveloffitbetweenthemdrivesengagement.*Indicatesitemsmeasuredinthisstudy.OutcomesdatausedincludedWorkEngagementandOrganizationalCommitmentvariables.Cultureexperiencedbytheindividualwasalsomeasured.ThereareadditionalcomponentsinthefullKornFerrySuccessProfilemodelnotrepresentedhereforsimplicity.7ThesizeofThesizeoftheopportunityWe’veestablishedthatfitmatters,andthattheleveloffitdrivesengagement.What,though,isthesizeoftheopportunity?Whatpercentageofpeoplewillhavethebestfittorole?Figure3showspercentagesofoptimalfitoverallandforselectmanagementlevelsfromthe120,811individuals.Figure3.Populationestimatesofoptimalprofilefitforallregionsacrossmanagementlevels.Note.Optimalfitindicatesthatrespondentsmetorexceededeverytargetscoreintheirlevel-basedSuccessProfile.Ourresearchfoundthat90%ofoursample—thatis,over108,500individuals—havealessthanoptimalfit.Admittedly,thebarfor“optimalfit”isrelativelyhigh,butneverthelessrepresentsasignificantopportunityfororganizationstoimprovefitlevels.Consider,forexample,anorganizationwherehalfthepopulationhasaveragefit,buttheotherhalfhaslowfit.Iftheorganizationcould,overtime,increaseoneleveloffitfor25%ofthosehavinglowfitand25%ofthosehavingaveragefit,thentheywouldseea29%increaseinthenumberofhighlyengagedemployees.Alternatively,let’ssayanorganizationhasamoreevenlydistributedleveloffit--thatis,halfofemployeesareaveragefit,whileonequarterislowandtheotherquarter,strong.Iftheyimprovetheirfitlevelssothathalfofemployeesarehighinfitandtheotherhalfisaveragefit,thentheorganizationwouldseea37%increaseinthepercentageofhighlyengagedemployees.8takeawaysOurresearchrevealsonesimpletruth:fitmatters.Ifanorganizationcanbettermatchtheattributesofindividualstowhat’srequiredforagivenjob,thenthoseindividualswillbemoreinterested,moreengaged,andmorecommittedtothecompany.Inturn,theywillfeelgreatersatisfactionwiththeirwork,stayintheorganizationlonger,andbebetterperformers.Thisprincipleof“fit”persistsjobtojob,functiontofunction,acrossalllevels,allregions,andallindustries.Andwhiletherearedifferenceshereandthere,betterfitisalwaysassociatedwithanincreaseinworkengagement.Fit,inotherwords,alwaysmatters.Butorganizationsalsoneedtoconsiderthesizeoftheopportunity.We’renottalkingaboutmarginalgainsorsqueezingoutthelastfewdropsofpotentialimprovement—we’retalkingaboutasizableproportionofourworkforcebeingsub-optimallyengaged.Fororganizationsthatcanmovetheneedleonthis,thepotentialbenefitscannotbeignored.Thequestionremains,then:Howdoleadersdriveengagementintheirorganizations?Andtheanswerisassimpleasatwo-steprecipe.9ArecipeforengagementTheessenceofthisrecipeistoembedtheconceptofbothdefiningandmeasuringwhat’srequiredinaspecificrolewithinyourtalentstrategiesforrecruitment,assessment,andemployeedevelopment.1.UseSuccessProfilestosystematicallydescribeanddefinewhat’srequiredinspecificroles.Theprofilesshoulddescribenotonlywhatneedstobedone,buthowitneedstobedoneandwhoneedstodoitintermsofthecharacteristicsoftheindividualsthatwillbemostengaged6.2.Usehigh-qualityassessmenttoolsandapproachestomeasurethesepsychologicalcharacteristics.Professionalswhoseassessmentresultsfitstronglytotargetprofilesarefarmorelikelytobehighlysatisfied,emotionallyinvested,andabletoexpendconsiderablediscretionaryefforttowardtheirjobs.Ifyourorganizationissufferingfromsuboptimallevelsofengagement,youcancreatealong-termstrategytoenhanceperformancewithaconsidered,systematicapproachtohowyouassess,recruit,anddevelopyourtalent,usingtheengagementrecipesetoutabove.Ofcourse,othertalentmanagement“ingredients”—pay,recognition,promotion,andautonomy,tonameafew—maybeneededtomaximizeengagement.Butdoublingyourprofitsormultiplyingrevenuegrowthby2.5timesmightjustbetherewardfororganizationsthatgetfitright.6ThesystematicmethodsbywhichwehavecreatedSPsassucharedescribedinmuchdetailelsewhere(Lewis,Goff,&Hezlett,etal.,2021;Barnfield,Deege,&Hezlett,etal.,2022).AuthorsJamesLewisSeniorDirectorandSeniorScientist,KornFerryInstituteStephenLamsVP,DataandAnalytics,KornFerryInstituteSarahHezlettVP,AssessmentScience,KornFerryInstituteRenginFiratSeniorResearcher,Neuroscien