'Look, given the state of the economy and the importance of good people to our business success, the last thing we need at the moment is another mistake in selection. We simply cannot afford to hire people who don't fit our culture or can't perform. The cost of these hiring mistakes is too great, not just in terms of money, but also the damage it does to employee morale and our reputation as a leading employer of choice. We do not want 'high maintenance' people or misfits in this company. We want people who are going to fit in, have a rewarding career and earn us a dollar. I trust everyone understands this.' Kerry Vargas, managers need to take an interest in the lives of their employees and be alert to changes in behaviour and changes in spending habits.

HR and corrupt behaviour The many prominent cases of corporate wrong doing (e.g. CBA, Coles, HSBC, IOOF, Toll) raise questions regarding HR's role as a champion of ethical behaviour. For example, could such behaviour have been prevented or mitigated by knowledgeable HR practitioners? Parkes and Davis suggest that the failure of many HR professionals to challenge unethical and/or corrupt practices may be the result of HR's lack of power and voice in organisations and the personal risk associated with speaking out. Consumer advocacy group 'Choice 2019 Shonky Award' winners included AMP Superannuation, Kogan, Freedom Foods XO Crunch, IKEA and Medibank.

DISCUSSION QUESTIONS

1 Which selection criteria identified in the case do you feel are the most/least appropriate? Explain your answer.

2 Which other selection criteria do you believe should be considered? Explain your answer.

3 Describe how you would measure the selection criteria you have nominated.

4 Which is more important - person-job fit or person-organisation fit? Why?