The success of a company depends decisively on the selection of employees. The consequences of poor personnel selection are difficult to quantify, but it is assumed that they cause significant macroeconomic damage (Wottawa, 2000). According to research by Aberdeen Group, companies achieve more revenue growth and 17% higher profitability than their competitors with an effective selection process. Dismissals due to an inadequate employment contract entail high costs for companies. According to an estimate by the Society for Human Resource Management (SHRM), these easily amount to 200% of the annual salary. The Federal Statistical Office (BfS) reported a high fluctuation rate of 16.6% (2023), which points to deficiencies in recruitment processes. Increasing absenteeism due to burnout and stress, more than half caused by conflicts at work (Swica 2022) and growing dissatisfaction at work (PWC Switzerland 2022) also show that traditional methods of application and recruitment are reaching their limits.
With the many figures, it's easy to forget that there are always human biographies behind wrong decisions when selecting personnel. Professional decisions may have a significantly greater impact on the lives of those affected than decisions made in private. Newly hired employees who suddenly find themselves in a difficult team or suffer from incompetent supervisors recognize that not only companies are very interested in good personnel selection, but also candidates.
Psychosocial stress at work leads to absences due to illness. Although burnout is not an official medical diagnosis, it is a widespread diagnosis in Switzerland. A survey by SRG (2023) shows that 17 percent of adults have experienced burnout, and 25 percent of workers feel that they are at risk of burnout due to work.
The right decisions in personnel selection help to reduce psychosocial stress in the workplace. Leadership, team, corporate culture and soft skills play a key role in two areas.
1. The risk of conflicts and tensions in the workplace can be reduced if companies select people who fit the management team culture.
2. The risk of overwork and stress due to being underchallenged or overwhelmed can be reduced if companies select people with the right action skills.
Culture and soft skills share the same basis. It is about values and actions. As part of recruitment processes, values and ability to act should be identified. The analyzed soft skills of a candidate can thus be combined with the tasks of the position, the specified goals, but also the environment, such as the team or corporate culture. A professional and scientifically based analysis of soft skills helps those responsible in the company to make better personnel decisions.
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