Leadership Talks: Hire for Cultural Fit

Hire for Culture Fit

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Recruiters and hiring managers always seem to be searching for an easier way to hire the right people to fit in an organisation. Employers want the best for their organisation and wish to retain the cream of the crop whilst jobseekers search for an organisation that ‘gets them’. Nowadays, with the vast choices of workplaces, the key factor for one to consider while job hunting is culture fit. Will they suit the company? The accuracy of hiring for culture fit affects not just the employers but also the jobseekers. Let’s discuss.

Meaning of Culture Fit

Culture fit refers to an individual’s shared belief and behaviour in alignment with an organisation’s company culture, practices, and values. Basically, it’s what the people in the organisation often support and gravitate towards; specifically the management. For example, having an open office plan for communication or a no-closed door policy for senior management personnel.

The Processes

Despite being a non-traditional hiring process, managers and recruiters have observed that this method works. Not only will the candidates be suitable for their role, but they can be thoroughly passionate about their tasks too. This brings us to adaptability and interest. Being adaptable and engaged at work doesn’t only open doors for an employee but will also complement the work ecosystem. Teamwork, independence and proactiveness stem from individuals and the right individuals will cultivate those traits at the office.

Because culture fit is regarded as a glue which bonds an organisation, it must be treated with care. Before a recruiter can start looking for candidates, they must clarify with the organisation about their core values and best practices. In other words, it is crucial for all organisations to identify their employer branding. It’s essential to get this clarification to avoid disappointment upon hiring and to improve the employee turnover rate. Take note that skills can be coached and taught but not personalities hence, no false pretence is encouraged on both sides.

One way an organisation can determine their core values is by doing an internal audit. Essentially, it’s an assessment to see what makes the company unique and what drives the company’s success. Core values can change over time so it’s healthy to have the audits carried out often.

How Will You Fit In?

Selecting candidates with fantastic and impressive resumes are a thing of the past. Now, it is taken into account whether a candidate is also a good fit for the company’s culture, on top of their checklist abilities to perform specific tasks. Will an introvert fit in a company that’s vibrant, enthusiastic and active? Chances are, the introvert will feel out of place and may end up feeling distant amongst his or her colleagues and bosses. A domino effect, the individual’s performance may spiral into the abyss thus making him or her leave the company with dissatisfaction.

A helpful tip hiring managers can ask themselves during the recruitment phase is, “Is this somebody we want in our team?” or throw the ball in the jobseeker’s court to get an insight of their characteristics and expectations by asking questions like, “How do you think you can contribute to the company?’,‘What environment do you work best in?’ or ‘What values do you expect to see in this company?’ Open-ended questions such as these will make for good discussion, observation and selection.

Also Read: HR Best Practices from Fortune’s Top 10 Companies 2017

Impacts of Employing for Culture Fit

Organisations must be honest when they speak to the candidates. Inform potential employees what they’re in for and don’t conceal the truth. A pre-interview office tour can be a good call, so the employer is able to read the candidate’s body language and gauge his or her comfort level. Same goes for the candidate, do not fall into the temptation and succumb to Impostor Syndrome (inability to accept self-accomplishment and fear of getting called out as a fraud) which is lying your way in to get hired. It will be costly and a waste of time if the recruitment doesn’t work out for both parties. Lack of quality employees is a recipe for internal issues.

An analysis was carried out in 2015 by the Department of Management & Organizations, the University of Iowa whereby they noted employees who mould well with their organisation, colleagues and bosses have the tendency to achieve higher job satisfaction, remain loyal, and have shown tremendous performance. This is substantial and encouraging information to know.

Having a motivated, strong and symbiotic group of employees will definitely create a good working environment although there have been arguments about achieving diversity through like-mindedness. One would argue that if everyone thinks alike and acts alike, ideas and execution can get stale or weak. Put into another perspective, like-mindedness isn’t a bad thing in an organisation, if anything, it pushes work delivery faster. This is because of the mutual understanding amongst all to reach a common business goal without high pressure. Take for example, if one of the core values presented is speed and productivity and the IT team in the company sets daily goals to reach an IT solution; that’s already one tick in the box.

Future of Culture Fit

In conclusion, when done right, hiring for culture is powerful. The unique selection process will be able to build the dream team for most organisations. Investing in the right type is not discriminatory nor it is unfair, it’s choosing the right apples to put in the basket. Culture fit trumps perfect matches by giving a chance to those who share the same outlook to work together.

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