29 January 2007
Recent events surrounding the Big Brother house have highlighted the effect that cultural differences can cause. In an organisation, the corporate culture that emerges is also capable of having a negative impact when it conflicts with the identity of its employees. Getting the right "cultural fit" can reduce the likelihood that the employee will later walk or be evicted!
Before you can assess the cultural fit of an applicant it is necessary to understand what your corporate culture is. There are numerous and sometimes conflicting theories on corporate identities. Popular authors on the subject include Charles Handy, Edgar Schein and Gabrielle O’Donovan. However, most agree that corporate culture comprises of the attitudes, experiences, beliefs and values of the organisation which become embedded in the way the organisation looks and behaves. Corporate culture may therefore be identified by analysing:
- mission statements and values
- control processes
- decision making and reporting structures
- management practices
- corporate image
- reward systems
- implied expectations of behaviour
Recruitment procedures should be designed to ensure that in addition to evaluating job fit, i.e. that the applicant has the right knowledge and skills to hold the position, that the process also assesses the cultural fit. The way the organisation looks and behaves needs to match the values and beliefs of the individual candidate. If these are dissimilar, the individual will feel out of character at work creating inner conflict, which over time will impact their motivation and performance.
Furthermore, in today’s business environment which is constantly changing, skill sets can become quickly outdated. Whereas an individual can often quite easily acquire new knowledge and skills it will be much harder to try and get them to change their attitude and behaviour, some of which may be inherent. Research indicates that individuals selected on the basis of culture fit are more likely to be engaged and committed to the organisation.
A common tool for assessing cultural fit is the behavioural interview. Candidates are asked to describe when they have been in certain situations and how they dealt with the matter. Although there is not necessarily a right or wrong answer, the anticipated response will be one that matches the culture of the organisation. Deal and Kennedy put this as one which is consistent with "the way things get done around here".
Other emerging practices are for candidates to include a behavioural section on their C.V. to provide an insight into their motivations and likes and dislikes in a working environment. Some corporate websites now contain blogs written by current employees describing what it is like to work for the company, enabling individuals to self select. Onsite visits and even longer trial days can also be included as part of the recruitment process.
Increasingly employers are using cultural or motivational fit questionnaires. These will frequently ask the candidate to choose between two extremes to identify how they are more likely to behave or how they prefer to work. These results are then compared to the organisation profile to identify if the candidate is compatible. Ideally, the results of the questionnaire alone should not be the basis for de-selecting a candidate. Through limited choice the answers can be forced and taken out of context, therefore it is best practice to explore the responses at interview before making a judgement.
Employers should also be aware that some responses can stem from the individual’s ethnic culture and traditions which can dictate behaviour. To avoid unlawful discrimination, questionnaires should come from reliable sources and/or be validated by a cross section of the community to ensure that minority groups are not adversely affected.
The selection process is an identity parade in which you must not judge candidates purely by the way they look. Inspect their knowledge, skills and experience closely but, before you pick one from the line up, be sure that the values and behaviours are also what you are looking for. Employment for that individual will then be freedom to be oneself at work and not a prison sentence for them or you!