After a company has identified the distinguishing features of its culture, as discussed in Article Two of this three-part series, the next step is to leverage these features to improve recruiting effectiveness. This is typically done through candidate sourcing, recruitment advertising and employee selection.
Candidate Sourcing
Sourcing candidates based on culture involves looking for candidate pools that share your company's values and cultural norm. This often means finding niches outside normal recruiting channels. For example, one West coast, high tech engineering firm has cultural characteristics similar to those traditionally associated with small-town Midwestern values. People in this company are very bright and do world-class work, but they tend to be relatively quiet and modest about their achievements.
A recruiter in this company finds that the most successful candidates tend to come from "engineering programs in universities that have a barn somewhere on campus." Rather than recruiting at the big name East and West coast technical institutes, the recruiter targets top-level engineering students from schools traditionally associated with agriculture. These students not only better fit the company's style, but many of them prefer it to the work environment found in the more glamorous engineering companies.
Identifying unique sources of talent requires thinking creatively about where you might find people who share your company's cultural values. An added advantage is that you may end up becoming an employer of choice among candidates from a talent pool your competitors may not even be considering. More >>>
Friday, September 19, 2008
Culture-Based Recruiting, Part 2: Identify How Your Company Is Different
Important Aspects of Company Culture
We learned in article one that people are more likely to remain in company cultures that support their personal values and professional success.
In terms of candidate sourcing and attraction, the most important aspect of culture is the degree to which common practices and beliefs in your company are perceived as unique and similar to the beliefs and preferences of candidates. For example, some organizations believe financial rewards are more important than other forms of recognition, such as praise from supervisors. One candidate may like this money-based culture, while another may find it impersonal or threatening.
In terms of candidate selection, the most critical aspects of culture are philosophies that employees must support, adapt to or overcome to be effective. Culture can have a major impact on the success of newly hired employees, even those with very similar skills and experiences. For example, certain skills are more critical in consensus-oriented cultures than in cultures where employees are expected to act autonomously. A highly independent employee might succeed in a company that places little emphasis on consensus, but fail miserably in the same job in a company that encourages group decision-making.
Identify Your Company's Culture
Using culture for recruitment requires identifying aspects of your company's culture that make it different from other companies. In essence, you need to identify the unique beliefs, behaviors and practices of your company.
We learned in article one that people are more likely to remain in company cultures that support their personal values and professional success.
In terms of candidate sourcing and attraction, the most important aspect of culture is the degree to which common practices and beliefs in your company are perceived as unique and similar to the beliefs and preferences of candidates. For example, some organizations believe financial rewards are more important than other forms of recognition, such as praise from supervisors. One candidate may like this money-based culture, while another may find it impersonal or threatening.
In terms of candidate selection, the most critical aspects of culture are philosophies that employees must support, adapt to or overcome to be effective. Culture can have a major impact on the success of newly hired employees, even those with very similar skills and experiences. For example, certain skills are more critical in consensus-oriented cultures than in cultures where employees are expected to act autonomously. A highly independent employee might succeed in a company that places little emphasis on consensus, but fail miserably in the same job in a company that encourages group decision-making.
Identify Your Company's Culture
Using culture for recruitment requires identifying aspects of your company's culture that make it different from other companies. In essence, you need to identify the unique beliefs, behaviors and practices of your company.
- Review mission and vision statements, shareholder reports or marketing materials that convey the company's self-identity. But these materials often convey what the company wants to be, and may not reflect what the company's work environment actually is.
- Conduct a survey. However, surveys are fairly labor intensive and often fail to capture the work environment's truly unique aspects.
- Interview a cross-section of employees and leaders about the work environment. Ask for short phrases that describe the company's atmosphere, reasons why they like the company and things they find frustrating. More >>>>>
Part three of this series will review specific techniques for incorporating cultural attributes into recruiting practices
Culture-Based Recruiting, Part 1: Hire for the Organization, Not Just the Job
Contributing Writer Steven Hunt, PhD of Monster.com
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.
Despite 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.
What Is Organizational Culture?
Organizational culture refers to employees' shared assumptions and norms, as well as tangible aspects of the work environment that influence and reflect these beliefs. Whether employees are comfortable openly disagreeing with superiors is a reflection of organizational culture. So are reserved parking spaces and on-site day care.
Ultimately, 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. If employees believe they will be punished for pointing out flaws in their boss's ideas, they may not share feedback, even if it would be accepted. Similarly, employees who believe their contributions are truly valued are more likely to forgive minor inequities in compensation and benefits. More >>>>
Next Article: Culture-Based Recruiting, Part Two: Identify How Your Company Is Different
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.
Despite 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.
What Is Organizational Culture?
Organizational culture refers to employees' shared assumptions and norms, as well as tangible aspects of the work environment that influence and reflect these beliefs. Whether employees are comfortable openly disagreeing with superiors is a reflection of organizational culture. So are reserved parking spaces and on-site day care.
Ultimately, 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. If employees believe they will be punished for pointing out flaws in their boss's ideas, they may not share feedback, even if it would be accepted. Similarly, employees who believe their contributions are truly valued are more likely to forgive minor inequities in compensation and benefits. More >>>>
Next Article: Culture-Based Recruiting, Part Two: Identify How Your Company Is Different
Saturday, July 26, 2008
Duck, Duck, Goose!
Two sons work for their father on the family's farm. The younger brother had for some years been given more responsibility and reward, and one day the older brother asked his father to explain why.
The father says, "First, go to the Kelly's farm and see if they have any geese for sale - we need to add to our stock."
The brother soon returns with the answer, "Yes they have five geese they can sell to us."
The father then says, "Good, please ask them the price."
After some time, the son returns with the answer, "The geese are $10 each."
The father says, "Good, now ask if they can deliver the geese tomorrow."
The son returns with the answer, "Yes, they can deliver the geese tomorrow."
The father asks the older brother to wait and watch, and then calls to the younger brother in a nearby field, "Go to the Davidson's Farm and see if they have any geese for sale - we need to add to our stock."
The younger brother soon returns with the answer, "Yes, they have five geese for $10 each or ten geese for $8 each; and they can deliver them tomorrow - I asked them to deliver the five unless they heard otherwise from us in the next hour. And I agreed that if we want the extra five geese we could buy them at $6 each."
The father says, "First, go to the Kelly's farm and see if they have any geese for sale - we need to add to our stock."
The brother soon returns with the answer, "Yes they have five geese they can sell to us."
The father then says, "Good, please ask them the price."
After some time, the son returns with the answer, "The geese are $10 each."
The father says, "Good, now ask if they can deliver the geese tomorrow."
The son returns with the answer, "Yes, they can deliver the geese tomorrow."
The father asks the older brother to wait and watch, and then calls to the younger brother in a nearby field, "Go to the Davidson's Farm and see if they have any geese for sale - we need to add to our stock."
The younger brother soon returns with the answer, "Yes, they have five geese for $10 each or ten geese for $8 each; and they can deliver them tomorrow - I asked them to deliver the five unless they heard otherwise from us in the next hour. And I agreed that if we want the extra five geese we could buy them at $6 each."
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