Recruiting for Work Culture Fit - Improve Performance and Reduce Risk

Our job as HR professionals is to maximize employee engagement, enhance leadership, minimize risk and improve workplace process – all of which start with corporate culture and are directly influenced by recruiting strategy.

Please join Heather Kinzie, SPHR, GPHR on Thursday August 4th for an informative discussion on how Recruiting for Culture improves organizational focus, reduces short-term turnover and protects from employee conduct risk.

Webinar: Recruiting for Culture – Improving Performance/Reducing Risk

Register Here: https://cc.readytalk.com/r/1317ll5bqvtl

When: Thursday August 4th at 10am Pacific / 11am Mountain / 12pm Central / 1pm Eastern

Speakers: Special guest Heather Kinzie, SPHR, GPHR and host James Thomas, VP Marketing, Talent Technology

In this free webinar, you will learn:
- What cultural recruiting is and how it impacts an organization
- How to spot candidate/position misalignment
- The six elements of a cultural recruiting plan
- How to implement the cultural recruiting plan in your organization

Who should attend: This is for recruitment and HR professionals seeking to understand how cultural recruiting can improve their efficiency and success by identifying the right hires the first time around.

Views: 135

Tags: Bourelle, Career, Corporate, Culture, Heather, Jade, James, Job, Jobs, Kinzie, More…Recruit, Recruiting, Talemetry, Talent, Technology, Thomas, Webinar

Comment by Valentino Martinez on July 30, 2011 at 3:47am

Are you working from the premise that the "work culture" you're attempting to fit people into is already an ideal working culture?  If yes, isn't that presumptuous? 

And if new hires must “fit” into this work culture you represent isn’t that the definition for a static work culture since you apparently know who would fit and who would not fit—which is quite different from a work-in-progress work culture?

Comment by Stephanie Weirich on August 2, 2011 at 8:33pm

Hi Valentino, apologies for the delay in response, I didn't see your comment until now. That's a good question you pose...

 

80% of people work for large companies... that have very well established reasonably static work cultures. So, those cultures are static... and you want your hires to fit to them: Starbucks, GE, Amazon, Google, Ford, Smith Barney.... all of very different cultures and they aren't changing. 

 

Small companies on the other hand (less than 300 FTE) flip their cultures with new leadership.

 

So, its not a once-size-fits-all, but it is a generalization you aren't going to significantly change a large company through a hire.

 

Here's two interesting examples, from some well known companies...

 

"Intel’s culture is changing, too. Under the charismatic Grove, who was CEO from 1987 to 1998 and then chairman until 2005, the company was a rough-and-tumble place. Grove’s motto was “Only the paranoid survive,” and managers frequently engaged in “constructive confrontation,” which any outsider would call shouting. Engineers ruled the roost. Grove and Barrett also instituted the practice of doling out cash to PC makers for joint advertising, which Intel rivals have alleged blocks them from some markets.
Read more: http://www.lastpodcast.net/2005/12/30/intel-rebranding-and-its-corp... 

Under Creative Commons License: Attribution Share Alike"

 

And a note from a former IBM Executive:

"As a former IBM executive who took early retirement twenty years ago, just as the company's bureaucracy was beginning to strangle the organization, I was fascinated to learn how that bureaucracy spread and the extremes to which it went, creating a culture thst led to decisions (if any) by committee, conspiratorial compromise, and self-protective behavior. This is not the IBM I had known. Even more interesting is the rapidity with which Louis Gerstner diagnosed the sickness of the company and the speed and persistence with which he administered tough medicine.
Despite IBM's near-terminal condition Gerstner saw it correctly not only as a business enterprise but as a "national treasure" that was well worth the collossal efforts needed to restore it."

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