Hiring to Fit Your Culture Natalie Baumgartner Ph

Hiring to Fit Your Culture Natalie Baumgartner, Ph. D. Chief Psychologist | Round. Pegg

Agenda I. III. IV. V. Photo by: Dano Hiring Overview Pitfalls Improvement Hiring for Culture Fit Case Studies

We’ve All Been There We’ve Made Mistakes Image by: Danielle Scott

The Hardest Job You Do Ugh Hiring is: a) hard to do well b) time-consuming c) the most important thing you do d) all of the above Answer: D Photo by: Skitzitilby

How Hard Is It? Flipping Coins Photo by: t 3 rmin 4 t 0 r

Failure Yikes Yes, Nearly Half Fail Source: Leadership IQ September, 2005

Why Hires Fail Misunderstanding ‘A’ Players

Why Hires Fail Success Is More Than Skills 89% fail for reasons that have nothing to do with skills or abilities Source: Resume Doctor March 2006

Hiring Failures = Fit Failures How We Work Is As Important As What We Do Other 6% Competence 11% ‘Failed’ employees rarely fail because they aren’t smart. Coachability 27% Temperame nt 15% They fail because they don’t fit. Source: Leadership IQ September, 2005 Motivation 17% Emotional Intelligence 24%

Failure Costs Money Replacing the Nail That Sticks Up Real dollars. 50 – 150% of annual compensation Source: US Bureau of Labor and Statistics; Photo by: Red Two. Lips

Failure Costs Focus and Morale Solving Politics, Not Business Problems

THE HIRING PROCESS NOT BROKEN, BUT INCOMPLETE (AND COSTLY)

Looking at People You Are Only As Successful As Your Worst Hires “In determining ‘the right people, ’ the good -to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge or work experience. ” - Jim Collins, author Good to Great

Improvement: The Resume How Much Can You Believe? Credit: Jessica Nagy at This. Indexed

Reading the Resume Look Beyond Accomplishments. Look For Themes. 42. 7% contain false information Source: Resume Doctor March 2006

The Interview Look for Themes Photo by: Enemy Walrus

The References ID When Candidate Was Challenged Photo by: Yullya Libkina

Network Tap Your Resources Photo by: 10 ch

Existing Process and Fit But Still Need To See The Whole Picture Photo by: 10 ch

Beyond Your Gut Don’t Get Fooled – D’oh! Photo by: Brain Blogger

A DIFFERENT (RESEARCH-INFORMED) APPROACH CULTURE FIT THEORY

Hiring for Culture Fit: Research Person-Environment Fit PEfit = x 1 PO + x 2 PT + x 3 PM + x 4 PJ In English. An employee’s overall culture fit depends on their fit with the Company, the Team, the Manager and the Job requirements Kristof-Brown | University of Iowa

Hiring for Culture Fit: Culture Print Discovering the Round Hole VALUES PERSONALITY COMMUNICATION STYLE Photo by: Vince Alongi

Hiring for Culture Fit: Culture Print Values Motivate Individuals Companies Reward Photo by: Lani Giguere

Hiring for Culture Fit: Culture Print Personality Successful Team Attributes Photo by: Vince Alongi

Hiring for Culture Fit: Culture Print Communication Style Manager Hears Employee Hears Manager Photo by Daehyun Park

HOW TO MEASURE CULTURE FIT PRACTICE

Hiring for Culture Fit: Measurement Two Steps KNOW YOUR CULTURE EVALUATE FIT WITH YOUR CULTURE

Hiring for Culture Fit: Measurement First, Know Thy Culture True Culture Profile Photo by daintytime

Hiring for Culture Fit: Measurement Ways to Measure Fit Consultant Driven Assessment Driven Photo by mags 819

Hiring for Culture Fit: Measurement Consultant Driven Executive Interviews Focus Groups Surveys Custom Profile Interview Candidates Photo by Brady Withers

Hiring for Culture Fit: Measurement Assessment Driven Off the Shelf Personality Off the Shelf Job Customized Culture Photo by Brady Withers

Hiring for Culture Fit: Measurement Static Snapshot Photo by Orange County Archives

Hiring for Culture Fit: Measurement Machine Learning Automated Development of Custom Culture Profile in Real-Time

ROUNDPEGG CASE STUDY HIRING FOR FIT - IN ACTION

Round. Pegg Culture Intelligence Case Study COMPETENCE CULTURE Cultivation Competence cultures value winning and being the best. People are expected to be experts in their field generalists are not typically appreciated Competence Collaboration Command Performance standards are very high and individuals are expected to stand up for their ideas, rather than focusing on building consensus. The environment is pressure-packed and very individualistic. Decisionmaking is thorough and the solutions deemed strongest win out.

Round. Pegg Culture Intelligence Case Study: Most Valued • • • Taking individual responsibility Creativity Being people oriented Having high performance expectations Adaptability Rewarding team success Being team oriented Tolerance Opportunities for professional growth

Round. Pegg Culture Intelligence Case Study: Least Valued • • • Desiring a well defined role Stability Creating order Being aggressive Developing friends at work Seeking consensus Confronting conflict directly Being pragmatic Being competitive

Round. Pegg Culture Intelligence Case Study: Culture Driven Recommendations • When Hiring Probe for strength without aggression/competition Probe for professionalism but not rigidity – open to change Core values: Decisiveness | Taking Individual Responsibility | Fairness | Being Quick to Take Advantage of Opportunities • When On-Boarding Convey importance of professionalism and accountability Encourage identification of appropriate opportunities • Rewarding Success Achievement of stretch goals Willingness and ability to change mid-stream Professional attention and courtesy

Round. Pegg Culture Intelligence Case Study: Performance Based Culture Analysis HCC Account Services Taking individual responsibility Creativity Adaptability Paying attention to detail Creativity Decisiveness Rewarding team success Adaptability Decisiveness Opportunities for professional growth Risk taking High pay for good performance Being team oriented Being quick to take advantage of opportunities Being pragmatic Achievement oriented

Round. Pegg Culture Intelligence Case Study: Profile by Team

Round. Pegg Culture Intelligence Case Study: Location Based Culture Analysis Office A Office B Office C Sharing information freely Creativity Paying attention to detail Seeking input from others Rewarding team success Decisiveness Creativity Developing friends at work Adaptability Being team oriented Sharing information freely Creativity Decisiveness Being team oriented Taking individual responsibility Opportunities for professional growth Adaptability Being pragmatic Fairness Being pragmatic Rewarding team success Taking individual responsibility Seeking input from others Being team oriented Adaptability Informality

Round. Pegg Culture Intelligence Case Study: Hiring for Culture Fit

SUMMARY

Conclusions Culture Fit Required for Quality Hire PERSONALITY model true star performers VALUES COMMUNICATION on every level ensure a 2 -way process CULTURE FIT

Natalie Baumgartner, Ph. D. Chief Psychologist | Round. Pegg natalie@roundpegg. com 303. 564. 4766