I’ve worked with several organizations recently who were preparing for major hiring efforts in anticipation of launching a new product or service. So often in this situation companies get caught up in the numbers and logistics of it all – “We’ve got 25 positions to fill by next month, do we have enough resumes in the pipeline?” “What’s our process going to be?” “How quickly will we be able to get the new hires up to speed?” I tell my clients that before they even think about pipeline and process and orientation programs, they need to determine the company culture that they’ll be hiring these people into. They need to ask the question: What are the qualities – the competencies and chemistry – we’ll be hiring for to ensure that our new hires will stay? Otherwise they’re just hiring to be hiring. They might as well just hand out company badges to the first 25 people off the freeway.
We all know that hiring mistakes are costly. In fact, it costs organizations an average of 1.5 times salary and benefits to replace an employee. Avoid this by taking the time to get very clear about the criteria for making good hires, and that includes culture. The senior leadership team must determine what they want their culture to be, communicate that culture, model the culture and hire to that culture. Here are 5 tips for defining your culture and hiring for retention.
Determine the company values. Identify at least 3, a maximum of 5. Name them, define them, and come up with examples of behaviors that align with the values. Everyone on the leadership team and everyone who interviews candidates should have a clear understanding of the values, and be prepared to ask interview questions that determine alignment.
Define the 2 Cs – competency and chemistry. Establish very clear roles and responsibilities for every position at every level within the organization. Develop job descriptions that include both core competencies (mapped to the culture) and job specific skills. Determine what a good fit is and what it isn’t.
Get clear about what you want the organization to be known for. This is key in attracting – and keeping – the type of employees who will align with your culture and help propel the company forward. Think of some brands and what they’re known for. For example, Virgin America – innovation, service, customer care. Trump – money, building, Trump. Be sure your branding reflects how you want to be perceived.
Communicate. Communicate your culture to current employees, to candidates, to new hires, to customers.
And last, but certainly not least, remember that it’s about the PEOPLE, PEOPLE, PEOPLE. Hiring the brightest and the best does you no good if you don’t take care of them. Be clear about their roles and responsibilities. Help them understand the values and the culture. Keep developing them, providing them with new challenges, and creating a work environment where every level of the organization is valued, connected, challenged and recognized.
Till next time,
Karen
