When I interviewed for my last job, before starting Candid Culture, the CEO put a mug in front of me with the company’s values on it and asked if I could live by those values at work. He was smart. Hiring someone with the skills to do a job is one thing. Hiring someone who fits into the organizational culture, is another.
Determining if a prospective employee will fit your organizational culture is much harder than determining if someone has the skills to do a job. Often when an employee leaves a job, only to take the same role at another company, they left for fit. They just didn’t feel comfortable. They weren’t a good fit with the organizational culture.
You’ve probably heard discussions about employees who deliver results at the expense of relationships. Or about employees who fellow employees really like, but they just can’t do the job.
Leaders of organizations need to decide what’s important: What people do? How they do it? Or both. I’m going to assert that both the work employees deliver and how they deliver that work is equally important. I think you should hire and fire for fit.
Work hard to hire people who will fit into your organizational culture. Get rid of people who don’t fit. The impact on your organization’s reputation and on internal and external relationships depends on hiring people who behave consistently with your brand and how you want your organization’s culture to feel.
At Candid Culture, we teach people to have open, candid, trusting relationships at work. Thus we must hire people who are open to feedback and communicate honestly. And we fire people who don’t model those behaviors.
If you want a high service organizational culture, you can’t hire people who don’t care about others or who don’t want customers to feel good about working with you.
Here are a few ways to ensure you hire people who are a good organizational culture fit:
- Share your current or desired culture with job candidates early, often, and clearly.
- Work to assess how candidates fit the culture. Use practical interviews, job shadowing, and reference checks to assess organizational culture fit.
- Talk about the culture when onboarding employees.
- Make behaving according to the culture part of your performance appraisal process.
- Reward behavior that matches the culture.
- Have consequences for not acting according to the culture. A negative feedback conversation is a consequence.
- Ensure your leaders and managers live the culture. Get rid of leaders and managers who aren’t a good culture fit. This takes courage.
When people leave an organization, they don’t often take copies of reports they produced or work they created. And if they do, they rarely look at that work. What they do take, remember and find meaning in, are the relationships they built at work. Relationships are dependent on organizational culture.
Determine the organizational culture you want. Talk about regularly. Require people to act according to the culture. Reward the ones who do. Get rid of the ones who don’t. Make working in your organization feel as you want it to feel.