Jay Sachetti joined Jeff O’Brien, partner at Husch Blackwell and Dyanne Ross-Hanson, president of Exit Planning Strategies talked about the market for mergers and acquisitions, exit planning opportunities for companies that don’t end up for sale and how companies can maximize their eventual sale price during an early October panel at the first Upsize on Tap event at Summit Brewing Co. in St. Paul.
When the state Legislature passed a law requiring employers to provide paid leave and safe time for employees, Justin Bieganek started hearing differing details from friends, colleagues and peers.
The thinking goes like this: If companies can identify professionals most likely to blend easily into the prevailing corporate culture, they can minimize costly hiring mistakes that could undermine workforce productivity and morale.
There’s a catch, though. Finding professionals who have the potential to thrive in your firm’s culture isn’t a clear-cut process. Sometimes, you’ll know right away when a person has the “it” factor you seek. But more often, you’ll have to dig a bit deeper. Here are some tips that can help:
Define your culture. If cultural fit will be a factor in your hiring decisions, then you’ll need a way to clearly describe your company’s values, such as teamwork, ethics, strong focus on the customer experience, leading-edge design, creativity and accuracy. The list goes on, but the point is that every firm is a bit different.
The statement also should outline the expected code of conduct for staff, such as treating others with respect or supporting diversity. This “cultural statement” should be made known to all employees and reaffirmed in everything management says and does.
Keep in mind that the pace and structure of your work environment help to define your corporate culture, as well. If the climate is often intense, for instance, you should look for candidates with a history of thriving under pressure. Or, if you expect your staff to work with little supervision, you should seek out professionals who don’t mind flying solo more often than not.
Provide a “cultural snapshot” to job seekers. Every job description should give candidates a clear sense of your firm’s culture so they can assess before applying whether or not they’d be a good fit.
Phrases commonly used by employers include “fast-paced environment” or “collaborative workplace,” but the more descriptive you can be the better. Consider including statements based on your company’s defined core values, too, such as, “We value passion about our products” or “We promote work/life balance.”
Make the most of the interview process. A candidate’s job application materials can provide some level of insight into whether he or she is likely a suitable match for your culture, but the interview can reveal even more. When meeting with potential hires, be sure to ask questions that can help uncover whether the people sitting before you have the qualities at the top of your list.
While cultural fit is often an indicator of whether candidates will be successful at your company, don’t take it too far. Avoid hiring only like-minded people. You still need some diversity in work styles and perspectives. People who can offer a new outlook or different approach are often the employees who become your most valuable players.
Jennifer Carlson,
Robert Half Management:
952.831.7240
je**************@**mr.com
www.rhmr.com
