CULTURAL “FIT”: THE HOLY GRAIL OF HIRING

Cultural “fit” is often described as the single most critical predictor of success in hiring. In a recent survey, 54% of professionals indicated they had been misled about a company’s culture during their interviews. And, in a related survey of 1,800 former employees, 64% said they left former employers due to a poor cultural fit. In a sophisticated marketplace, how can you tell if the job or candidate will be a good fit for everyone involved?

Hire Standard has identified best practices found at employers who feature low turnover rates and high levels of employee satisfaction. Successful work relationships start with communication during the interview process and should focus on these key issues.

PACE: Is the organization fueled by changes that occur at a blistering rate? Are priorities changing before they can be met? As a job seeker, is this the kind of environment you thrive in?

STRUCTURE: Is the firm highly stratified or do employees move fluidly between roles and responsibilities? If you’re looking for your new professional home, ask yourself when you do your best work: when given lots of independence, or when guided and given detailed feedback about your work? Most companies will skew in one direction, so be sure you are honest about the amount of structure that will ensure your success.

DECSION MAKING: Interviewers and job seekers should explore the various elements of decision-making both as a company process and with the individual hiring manager. Lack of an established process (or one that is tightly controlled) can contribute to the failure of a talented employee. Employers can be categorized as cautious, risk-takers, transparent, mysterious, or ambiguous in this area. Understanding where, how, and when decisions are made – as well as who has input – can help everyone decide if they are well-suited to work together.

For more best practices in employee engagement, hiring and contract employment, contact Hire Standard at 240-235-5065 or info@hirestandard.com.

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