Lack of effective selection and training of employees for positioning within a business can have extensive financial repercussions. Fostering mentoring relationships between leaders and employees increases competitive advantage and institutional financial growth. However, there is limited research that supports the role of mentoring leadership styles for improving organizational productivity. The purpose of this single case study was to explore strategies used by business managers to select and individually train employees for opportunities within the organization to achieve job-person fit. The sample included 5 business managers employed within a medium-sized organization in a consultation firm in the mid-Atlantic region of the United States. Strategic human resource management theory formed the conceptual framework for this study. Data collection used semistructured interviews and employee performance evaluations. Yin's 5 steps for qualitative data analysis provided the process for organizing the data and conducting the data analysis. Four themes emerged from the data analysis including job-person fit, organizational culture, employee relationships, and performance management. Potential contributions to positive social change include increasing employee retention rates, which could benefit local business economies due to the retained employees'sustained local buying power and contributions to their communities' charities.