04 / PERSON–ORGANISATION FIT
Values inventory
Considers the principles a candidate values in working life alongside the organisation’s values. It makes areas of fit, differing expectations and complementary contributions visible.
- KEY QUESTION
- Where do the priorities of the person and the organisation meet?
- CONTRIBUTION TO THE REPORT
- Person–organisation fit and a map of mutual expectations
What does person–organisation fit describe?
Personality explains how a person tends to behave; values explain what they find important in working life. Person–organisation fit compares the candidate’s priorities with the working principles actually lived in the organisation.
- Ethics and Integrity
- Honesty, transparency, fair treatment, reliability.
- Quality and Excellence
- Compliance with standards, error prevention, continuous improvement.
- Customer and Service Orientation
- Understanding internal/external customer needs and creating value.
- Teamwork and Collaboration
- Shared goals, mutual support, knowledge sharing.
- Achievement and Performance
- Reaching targets, getting results, competitive energy.
- Learning and Development
- Self-renewal, seeking feedback, professional growth.
- Innovation and Entrepreneurship
- Spotting opportunities, experimenting, producing different solutions.
- Discipline and Safety
- Following rules, occupational safety, order, responsibility.
- Sustainability and Social Responsibility
- Long-term impact, environmental/social responsibility.
Different forms of fit
- Shared values
- Similarities between the candidate and the organisation in working principles such as ethics, quality or collaboration. In the literature this is treated as supplementary fit.
- Complementary contribution
- The person bringing the organisation a different perspective or a priority that has been missing. Complementary fit does not see fit only as similarity.
- Mutual expectations
- The relationship between the candidate’s need for learning, autonomy or feedback and the working environment the organisation offers. Needs–supplies fit focuses on this match.
From values to report
- 01
Defining the organisation profile
Not only stated values but the real expectations in decision making, management, collaboration and reward practices are defined.
- 02
Understanding the candidate’s priorities
The principles the candidate values are explored through preferences and dilemmas related to working life.
- 03
Discussing fit and difference
Common ground, complementary contributions and expectations to be clarified are reported.
The aim is not to select one type of person. Different ways of thinking are protected; no inferences about cultural fit are drawn from private life, beliefs or political views.