Posted by Don (oct-27-2019)
Getting the Right Employee – 6 Actionable Steps That Determine Employee Fit.
”74% of employers admit that they hired the wrong person for the wrong job” – CareerBuilder
Usually, it is easy to blame employees for being mismatched for a job that their resumes indicate they are suited for; this is valid to an extent but, is the employee entirely to blame for the job expectation – job deliverables mismatch?
In analyzing such mismatch, it may not be that the employee has no idea what the job is about or, the employee lacks the necessary knowledge, abilities, and technical competencies. The mismatch may purely be behavioral; an individual can have the skills, education, and experience required for a marketing position; he may also have a track record to show as proof of results, but fail woefully at being a competent employee in the marketing department of another organization. While it is still the same individual, it is two different organizations with different work cultures, different role expectations, different perspectives to how things are done, and, different strategies to getting things done. So, if a reserved but highly strategic employee (who succeeded in an organization where aggressiveness was not needed to achieve results) moved to a different organization where marketing required aggressiveness and a dominant personality which is alien to the person’s nature, things will spiral out so fast before he even has a chance to find a comfortable seating position. In this instance, one role required calm, strategic thinking while the other required aggressive character – two attributes that can be on the extreme ends of the spectrum of human nature.
As an employer or recruiter, it is not enough to find competency and knowledge fit; you need to know your organizational culture and factor this into the hiring process so that you don’t frustrate yourself and your new employee by asking for behavioral requirements that the employee does not have. This will waste time and resources on your end and also cause low morale, negativity, and low productivity on the employee’s end – a toxic combination that can significantly hinder organizational growth.
So – how can you ensure that you are hiring the right employee from the behavioral perspective?
Define your organization’s cultural objectives and expectations
It is essential for employers to know and understand their organizational culture – mission, vision, values, philosophy and shared traits. When cultural objectives and expectations are clearly documented and readily accessible across the organization, it will be easy to ensure that people within the organization continuously mold their work personalities and align their objectives with the organization’s goals. Also, defining the organizational culture beforehand will make it easy for HR to create new behavioral checklists, update current job checklists, or continuously modify existing checklist to reflect changes in culture/cultural expectations. Fourlead has a feature that allows the current employees to assess the culture type of the company. Employer can use the online culture result as a reference to compare with the internal culture’s direction.
Have a behavioral checklist for each job
Behavioral checklists make employee selection easier and create higher chances for better employee-employer fit. Unlike traditional hiring practices where fit is mostly determined by experience and competence only, behavioral checklists go a step further to know whether the employee shares the same traits, values and objectives as the organization. Imagine hiring a person who is so innovative and love trying out new ideas for a role that only receive and execute orders from the superior. It does not matter how good that person is at his/her job, or how many business opportunities he/she brings to the table; there will always be a rejection of ideas, clash of interests and behaviour. Such mismatch will cause the employee to lose motivation and passion at work. Furthermore, a drop of performance and engagement at work will be observed. It will result in distress and eventually contribute to the staff turnover rate due to ‘unfit’. Looking back the action and reaction scenarios, such misfortune could be prevented at interview stage by knowing the candidate’s behaviour and disclosing a more specific behavioural demands of the job. At the job posting section, Hiring Manager should specify the behaviour demands of the job for a higher matching accuracy. Alternatively, fourlead allows hiring managers to set such demands based on DISC behaviour types. With these, the candidates will be able to know if their behaviour types matches with the job demands.
HPre-screen your candidates
Prescreening your candidates to know their personal values and opinions on general work culture issues will help you have a feel of what to expect from them when they become employees.
Pre-screening can also help you screen out candidates from the moment they apply. Predefined cultural fit filters embedded within the application platform can also save you thousands in recruitment and selection costs as well as valuable time – especially for those that will be tasked with recruitment, selection and training duties.
Include behavioral assessments
Behavioral assessments are extremely crucial in determining cultural fit when making any hiring decision. Beyond structuring behavioral interviews, behavioral assessments and questionnaires can help you identify areas of alignment between personal traits and organizational traits and you can assess the degree of alignment to know which candidate has the best mix of knowledge, experience and cultural fit. It is so time consuming for both the employers and candidates to perform such assessment at interview stage. Imagine the candidates have to perform five to eight times during the job-hunting period, he/she is already frustrated and confused mentally. Hence, the assessment results may be lack of consistency. In fourlead, all job seekers must complete the behaviour assessment before they could start applying for a job. To have higher accuracy, the behaviour result must be up to date and should not be more than 12 months old.
Speak with references to know more about the employee’s work ethic and culture
Speaking with the references provided by the employee can reward you with valuable insight into the prospective employee’s work ethic and culture. You may also be able to get information on the person’s values, level of adaptability, and openness to learning/ willingness to learn and change if the need arises.
Expose prospective hires to your organizational culture and evaluate their feedback
“I can get a really good sense of whether I want to be working with somebody when I walk them through the place.”
Nothing explains this better than the above quote from Patty Stonesifer, the Chief Executive of Martha’s table. The best way to gauge the response of prospective employees to your work culture is to let them in on the general atmosphere and behavior on a regular day. If they are going to adapt well, you would see it in their interactions and responses. This feedback will help you create your private assessment and evaluation parameters PLUS the collated information will let you know if the hire is a positive or negative emotional/behavioral investment for you and your organization.