The role of culture in recruitment consists of two
key factors: one, the internal culture of each business, and two, recruiting
the right candidates that will fit into this business. The better you
understand the former, the more accurately you can do the latter. When a
company starts out - in the startup phase when everyone’s in the same room -
culture is easy.
“Culture encompasses the shared, taken-for-granted
assumptions that a group has learned throughout its history - values held in
common that extend beyond the framed mission statement hanging in the lobby.”
But when it grows, you have to manage the culture.
If you want it to help people perform, you need to know what the culture is all
about. Companies are now waking up to the fact that the culture is more than
just the values of the company, or the words on the website which no-one has
read for the last six months.
Imagine you hire a new employee who was fantastic on
paper and in interview, with all the right qualifications and experience.
Yet they somehow fail to live up to their initial promise and never truly mesh
with the rest of the organization, leaving themselves and others demoralized
and less productive. Their personality, working style and behavior on the job
are simply inconsistent with the values and expectations of your organization.
When recruiting a new employee, it may appear vital
that they have the required knowledge and skills for the role. However,
current knowledge and skill sets change over time and can quickly become
redundant – an organization’s culture is much more fixed and provides an anchor
for its employees. A new member of staff with the right cultural fit can
develop their skills in the role, but their attitude and values are much harder
to change. Cultural fit cannot be developed, so it is imperative to take
it into account during the recruitment process.
A candidate who fits into your organization’s
culture is likely to be more effective and create more value, and will probably
stay longer with that organization. A new hire within a team should also
help that team to work more effectively if they fit well. In addition, if
a new employee proves a bad cultural fit and leaves after a short period of
time, you will have to spend more time and money recruiting again.
Personality tests are a good way to measure how
a candidate’s attitudes and beliefs mesh with an organization’s culture.
The candidate fills in a questionnaire about their characteristics and the
traits they would find appealing or unappealing in an ideal organization.
This is then matched against the organization’s culture to spot areas of
alignment or disparity.
Asking behavioral questions during the interview
process is also a key method of measuring cultural fit. Candidates are
presented with hypothetical dilemmas and asked to comment on how they would
solve them, or asked to provide examples of similar situations and how they
behaved. There are many examples of competency-based interview questions on
the TPP website. Panel interviews are generally a good way to get a
consensus of opinion on someone’s character, as an individual can easily be
subjective.
Other methods of determining how well a candidate
will fit within a team and an organization include onsite visits, trial work
periods on a temporary or contract basis or pre-employment socializing with
relevant staff members.
Introducing
culture into the recruitment process
Traditionally when recruiting, particularly in IT
fields, businesses and hiring managers have been heavily focused on skills and
experience. 20 years in a job, in our minds, demonstrates a deep knowledge and
understanding of an industry, sector or specific role. The trouble today, when
technology and IT move so quickly, is that the knowledge of 20 years ago is not
the knowledge needed today. It’s virtually impossible to find someone with all
the skills and experiences you need.
In short, they need adaptable people and people that
can work together as a team to get the right results. This isn’t people with
every single answer, not people with the requisite experience or knowledge.
What Joe was looking for were people with inquisitive minds, flexibility and
collaborative natures. And while technical knowledge is paramount in a space as
new as quantum cryptography, it’s the mindset and culture that were - and still
are - important to him.
A person could have all the technical knowledge and
experience in the world, but without a collaborative or problem-solving
mindset, they would be a bad fit.
An authentic company culture can attract and retain
talent, can foster a common belief and can accelerate business growth.
References :-
https://www.toppr.com/guides/business-management-and-entrpreneurship/human-resource-management/recruitment-process/
https://www.simplicant.com/blog/7-ways-organizational-culture-affects-hiring/
http://greatpeopleinside.com/recruitment-based-on-organisational-culture/
Commonly thought of as "the way things are done around here," company culture differs widely depending on where "here" is. These differences are meaningful, as culture is often a key factor in long-term organizational success.
ReplyDeleteDespite its importance, most companies pay relatively little formal attention to culture, simply letting it evolve. This is unfortunate, since actively managing and developing culture through recruitment can significantly improve employee retention and performance, which directly influence organizational profitability and growth.
ReplyDeleteUltimately, the most important aspect of organizational culture is the beliefs employees and leaders share about behavior and its consequences. As the saying goes, "perception is reality," and cultural beliefs define perception within an organization.
ReplyDeleteThere are as many different organizational cultures as there are organizations. A culture's effectiveness depends on an organization's business market, strategies and workforce.
ReplyDeleteFor example, an effective culture for an entertainment company may be disastrous for an automotive manufacturer; do we want people who build cars to work in the same way as people who produce TV programs? What research makes clear is that culture influences organizational performance, whether performance is defined in terms of customer satisfaction, attendance, safety, stock price or productivity.
ReplyDeleteSomewhat surprisingly, these companies did not share any common, distinctive cultural attributes. However, all 18 companies placed tremendous value on hiring, developing and managing employees based on clear cultural principles and beliefs. Each knew what culture they wanted to have and sought to hire people who fit their unique culture.
ReplyDeleteCompany culture is powerful: it can impact sales, profits, recruiting efforts and employee morale, whether positively or negatively. A great company culture attracts people who want to work or do business with a company. It can inspire employees to be more productive and positive at work, while reducing turnover.
ReplyDeleteRecruitment involves finding and hiring expertise. Organizational culture has to be taken into consideration within this process since the selected candidates should fit with the values and norms of prevailing organizational culture. If not, definitely it will be harmful to organizational performances as well as sustainability.
ReplyDelete