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Using Corporate Culture in Recruiting and Selection
Posted By John Miraglia On May 20, 2003 @ 12:00 am In Advice and How-Tos | No Comments
In Part 1  of this article series, published in February, we discussed how to identify your organization’s culture. I argued that by adding a fourth dimension ó corporate culture ó to your traditional set of hiring qualifiers, hiring managers and human resources can determine “cultural fit”: that is, whether the candidate will be able to fully utilize the other three dimensions in the organization (i.e. maximize performance) and be satisfied doing so (retention). Now we’ll discuss how to use this important information about your corporate culture once you’ve identified it. The key to incorporating this “fourth dimension” of recruiting into your recruitment and selection process is to add more value, not more work. Use what you have; just reframe it. Here are some specific steps you can take. Competencies Identifying cultural competencies will be an important part of your recruitment and selection process. If you have competencies in place for benchmark jobs, update them to include company-wide cultural competencies. For a customer-focused organization, you probably have the following competencies for the customer service staff. Consider including some or all of these in all jobs:
For process-focused organizations, you may want to update all benchmark job competencies with:
Recruiting In your recruiting, focus searches on companies with a culture similar to yours. You can identify these target organizations in a number of ways:
In your own employment advertising, you should try to implement a style that reflects your own corporate culture:
Be sure to communicate your culture to your search partners as well, including researchers, search firms, and employees ó especially through employee referral programs. You can also build a reputation as an employer that supports a given culture through:
Selection In interviewing, build in behavioral questions designed to uncover cultural fit into all your interview scenarios. Here again you may be able to use questions you already use for customer service jobs, for example, into a standard set of cultural questions. For customer-focused cultures you might want to ask candidates for all jobs questions like the following:
For a process-focused culture you could ask all candidates for all jobs:
If your organization uses personality profiling for job fit, you already have an important tool on hand to determine cultural fit. Here is a table of personality characteristics that might provide an insight into all candidates’ fit for your organization.
|Personal Attributes||Customer Focused||Process Focused|
|Sensitive to organization structure||X|
|Sense of urgency||X||X|
While people have preferred or dominant ways of behaving, behavior can be situational. If your profiling tool is sophisticated enough to tell you under what conditions a person behaves in a given way, then it is particularly well-suited to determine cultural fit. Measuring Success As with any other selection tools or techniques, your behavioral questions, competencies, and personal attributes need to be validated for your organization. This can be done through a before-and-after analysis that compares performance, retention, hiring manager satisfaction, and overall employee satisfaction between those hired before this initiative and those hired using cultural fit as an employment criteria. Here your existing applicant flow logs, retention statistics, and performance management process will all come into play. By using existing tools and skills, your organization can significantly enhance its recruitment efforts by adding cultural fit to the process. Human resources’ standing as a department that can impact the business results will be enhanced. Of greater importance, this initiative can have a positive impact on both maximizing performance, retaining top performers, and adding to the company’s bottom line.
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 Part 1: http://www.erexchange.com/articles/db/4A140963CC7E4D06815A43DA586D2AB8.asp
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