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
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
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