Hiring For Attitude. Culture Shocks.

Transcription

1 Hiring For Attitude Culture Shocks. N o v e m b e r

2 Howdy! Once Upon a Time MBA Northwestern Kellogg M.S. Human Resources from Loyola University B.A. from University of Illinois, Champaign-Urbana. Career I was fun! My people now enjoy chasing soccer balls and eating cookies. Knowledge Federal Reserve Bank of Chicago IMC Financial Markets 2014: Founded SparkWorks Talent Strategies Catherine Cummings: Wine enthusiast, mother of two, and extremely passionate people-person on a mission to develop great places to work. 11/8/

3 Goals Define what a culture fit is in your company Identify whether a candidate is a great culture fit Understand why this matters so much 11/8/

4 Checklist when Hiring for Attitude Know yourself & Create clarity around what you re looking for Structure the interview process Make fact-based decisions 11/8/

5 What do we mean by attitude? 11/8/

6 Step 1: Know Yourself First 11/8/

7 Step 1: Know Yourself First Who are we as a team or organization? What do we stand for? What are the values we hold sacrosanct? Where are we willing to cut corners? Create distinctions between the essential and the nice to have Consider not only the values on the wall, but those that are well known to be essential for someone to thrive in your culture 11/8/

8 Defining Culture Fit Start with your values, mannerisms, and style Example: types of team lingo, how you celebrate accomplishments, etc. Check insights with future peers and stakeholders. Drill down for the team, answering the most important question: Gain alignment. What characteristics does our new hire have to bring to the job in order to THRIVE on our team right now. Note: this can, and will change. 11/8/

9 Examples of Culture Fit SENSE OF URGENCY WELCOME RESPECTFUL DEBATE NEVER LET A TEAM MEMBER FAIL CLIENT SERVICE OVER EVERYTHING 11/8/

10 Examples of Cop-out Culture Fit Collaborative Teamwork Communication Analytical 11/8/

11 Checklist when Hiring for Attitude Know yourself & create clarity around what you re looking for Structure the interview process Make fact-based decisions 11/8/

12 Step 2: Structured Interview Process Select great interviewers There should be at least 2!! Create curated and prepared questions These prepped interview questions and guides help the interviewer understand their focus area Train the interviewers Train them on how best to ask prepared and follow-up questions. Assess the responses in the context of culture fit. Facilitate decision-making meetings Don t it in 11/8/

13 Step 2: Structure the Interview Process Length Interviewers Approach (1:1, panels, case studies, etc.) Candidate Communication Decisionmaking process Quantity 11/8/

14 Some great attitude interview questions From what you have seen, how would you describe this company's culture? What do you like/ not? Describe the management style that will bring forth the best you. Worst? Describe the best team you've work on? What made it great? Same q, but worst? What are you passionate about? Why do you believe you are the best candidate to work here, outside of your technical expertise? 11/8/

15 Checklist when Hiring for Attitude Know yourself & create clarity around what you re looking for Structure the interview process Make fact-based decisions 11/8/

16 Step 3: Make Fact-based Decisions No beer decisions What you need Use experiences, compare responses and consider all answers in the context of your company and team Facilitate conversations Gain people s perspective and ask for disconfirming points of view Avoid simple scoresheets Additionally, avoid feedback 11/8/

17 Step 3: Decision Making Framework Aptitude (to do even more) Capabilities Attitude 11/8/

18 Why Culture Fit Matters Only 32% of US employees report that they are engaged at their workplace. Source: Gallup, Women in America, How Millennials Want to Work and Live, 2016 The workforce is the top shareholder cost at $112 billion lost in market value annually. Source: PWC, The Value of Getting CEO Succession Right, 2014 A formal engagement strategy is 67% more likely to improve revenue per FTE on a year-overyear basis Source: Aberdeen, The Role of Engagement in Performance Management, September 2016 The total cost of replacing an employee is 1.5x their salary plus any negative cultural impact Source: SHRM, Human Capital Report, /8/

19 Poor culture fit does NOT mean bad human 11/8/

20 Best Practices Use structured (behavioral) interviews: topic areas, prepared questions, trained interviews & consistent process Create clarity around who gets a veto vs. vote in the decision-making process Ensure a great candidate experience 11/8/

21 About SparkWorks We are talent strategists, dedicated to diagnosing and solving the problems getting in the way of healthy organizational growth. Retention * Rapid Hiring * Organizational Restructures Management Development Ensure your leadership principles are present, whether or not you re in the room TalentBeam TM Create a breakthrough workplace culture Team Performance Unleash your team s true potential Web: tel: SayHello@SparkWorksTalent.com 11/8/