To observe the interplay of a person and a position/function as ‘unsuitable’ an organisation needs reference points which make such a distinction possible. Unsuitable in which respect? For whom? When? Why? As this is much more puzzling than one would like, organisations utilise two main methods for decision-making: one is a set of procedures involving job description and requirements, competence profiles and environments, assessments and feedback procedures. The other involves compatibility with the supervisor or other decision-makers who are formally or informally connected, (governing bodies, owners, board of advisors, accountants etc.). If you can’t get on with the boss, you will not get the job either…!
Permanent observation systems are created from the interconnectedness and oppositions of such reference points in organisations, i.e. “Well, he is in the talent pool now, but the management attention is focused on others!”; “Funny, she easily passed the assessment, but she didn’t get the job!?”; “He has now scuppered a project three times, but again and again he falls on his feet!”; “From one day to the next he disappeared!”. The criteria for ‘unsuitable’ are often unwritten and hidden within the organisational culture. This is one of the reasons why managers from outside the organisation fail or are surprisingly quickly discarded. This is why one can learn so much about the ruling organisational culture from this guiding process!