Part II of a Two-Part Series: Understanding Job Fit From the Employee’s Perspective

One summer during college, I needed a job. With a recession in full swing, I finally landed a position as a busboy – something I’d never done before. I was hired on the spot, given a five-minute crash course, and thrown into the deep end.

As it turned out, I had multiple bosses: servers, cooks, patrons – everyone seemed to be in charge. Despite working hard, I constantly received negative feedback. It was a humbling experience, working an entire week and apparently never doing anything right.

A few weeks later, I was offered a job at a local manufacturing plant. The pay was better, and I only had one boss. Things seemed to be improving – until the end of my first week when I found out the entire plant shut down for 10 days every summer. No one had mentioned that.

That summer made a big impression on me.

These back-to-back experiences taught me something important:

Job fit isn’t just about skills – it’s about alignment between expectations and reality.

Job Fit Is About Perspective – The Employee’s Perspective

Employers often focus on job fit from their own vantage point: finding people who are reliable, aligned, and productive.

But here’s the question:

To what extent do employers consider job fit from the employee’s point of view?

This is where many organizations fall short. Job fit isn’t just what companies say about their values and culture – it’s about what employees experience. It’s shaped by:

  • How clearly expectations are communicated
  • Whether the workplace matches the applicant’s values
  • The transparency of job conditions and responsibilities
  • How employees are treated day to day

In both of my early jobs, the missing link wasn’t effort or capability – it was a lack of honest communication and mutual understanding. And that disconnect leads directly to low engagement, dissatisfaction, and turnover.

Job Fit Is a Two-Way Street

We often think of employee hiring and development as an information-sharing process: Here’s what the job is. Here’s what we need you to do. But truly effective hiring and onboarding is about two-way communication.

Employees thrive when they feel heard, seen, and valued. That’s why I advocate “checking in” with employees – not just during onboarding, but throughout their tenure. This means:

  • Providing consistent feedback
  • Offering coaching and recognition
  • Actively seeking input and suggestions
  • Listening intentionally and acting on what’s shared

When we prioritize open dialogue, we don’t just fix problems, we nurture long-term growth, trust, and mutual fit.

The Role of Managers in Supporting Job Fit

There’s truth in the saying: Employees don’t leave companies, they leave managers.

When managers are disengaged, employees often follow suit. But when managers are intentional about building connections, they foster stronger, more productive teams.

Great managers:

  • Ask the right questions and listen carefully
  • Communicate expectations clearly
  • Offer candid, constructive feedback
  • Understand what motivates each employee

Job fit, from the employee’s perspective, is often shaped by the day-to-day interactions with their manager. When those relationships are strong, engagement and retention follow.

Helping Candidates Assess Job Fit Before They Say Yes

How you hire is just as important as who you hire. Many hiring processes focus solely on evaluating the candidate. But forward-thinking companies recognize that candidates are evaluating them, too.

To create mutual job fit, help candidates answer these key questions during the hiring process:

  • Why should I work at your company?
  • What will a typical day look like?
  • What specific tasks will I be responsible for?
  • Will this role support my long-term goals?

Today’s applicants value transparency. They want a clear picture of what they’re signing up for before they accept the job.

Realism and authenticity are key.

As we mentioned in last week’s post, immersive tools like realistic job previews and job simulations are among the most effective for engaging candidates in the role and letting them preview the rewards and challenges of the job.

When candidates can see and experience the role in advance, they’re more likely to make informed decisions. This benefits everyone:

  • Candidates gain clarity about whether the job matches their needs and preferences
  • Employers see how well applicants respond to real job tasks and fit within the company culture

This approach reduces mismatches and improves retention, performance, and satisfaction.

The Human Side of Job Fit

Those early summer jobs were frustrating at the time, but they sparked a lasting interest in what makes work meaningful. Today, I have the privilege of exploring that question every day in my role at Employment Technologies. I get to help people find a better fit – not just for the sake of companies, but for the individuals who bring those roles to life.

Job fit is about more than matching a résumé to a job description. It’s about creating alignment between what an employee wants and what an organization can offer. When that alignment is real and mutual, work becomes more than a paycheck, it becomes a catalyst for growth.

 

RELATED RESOURCES

Part I: What Is Job Fit and Why It Matters to Employers

What Are Skills Assessment Tests, and How Do They Help with Job Fit?

How Custom Job Previews Help You Attract, Engage, and Retain the Right Talent

 

Joseph T. Sefcik is the founder and president of Employment Technologies. As a thought leader in simulation and immersive assessment technologies, Sefcik pioneered some of the earliest employment simulations for organizations such as The Coca Cola Company, Ford Motor Company, and the New York Police Department. For more than 30 years, his passion has been the advancement of simulation technology for personnel selection and development.