“There’s no magic formula for great company culture. The key is just to treat your staff how you would like to be treated.”
With the past three installments of this blog series, we have examined different elements of great corporate cultures. While we saw general trends with the examples of strong corporate cultures, Mr. Branson is correct in the above quote; there is no magic formula—however, with that being said, there is a base ingredient: people. A modern physical office environment is useless without the right people inside of it, belief in an organization is irrelevant unless you hire people to believe in it, and the management team cannot instill a culture into an organization without any people.
To get the right people, your company needs to polish and define its recruiting culture. The entire company needs to be actively involved in recruiting, rather than it being a function of a certain department. To keep people involved, your company should always announce new open positions and keep the team updated on the progress. After all, if you’re hiring, you must be growing, and if you’re growing that must mean opportunity for your team, so shouldn’t that excite them? Moreover, keeping the recruiting process transparent is extremely important as it opens the door for current employees to see where and how they can contribute.
Brian Felice, the ORS Partners’ Senior Resource Manager explains, “Know who your players are. Know who is more outspoken for active recruiting, but also recognize the quieter people that may be really strong trainers.” That way, even your more passive employees, who will not necessarily actively promote your company’s open positions, can still play a vital role in the overall recruiting process.
Once you have recruited a candidate, you need to reach deeper than their surface qualifications to see whether they will truly fit the vision and mold of your organization. Once your candidate has gotten through the screening process with their tangibles (bullet points on their resume) you need to structure your interview process to measure their intangibles (psychographic profile).
Measuring a candidate’s psychographic mold is a crucial step in hiring a good culture fit. Additionally, it is important for leadership to be involved with interviews (to a certain extent) so that they are building the company according to their desired vision. For example, Greg Schott, the CEO of MuleSoft, dedicates about 25% of his time every year to interviewing almost every new candidate that is interested in working for his company. Last year, he was involved in about 700 interviews. After the interview, he then roundtables with the other interviewers to determine whether the candidate fits the culture and vision of his company. Not only does that allow him to mold the company to his vision, but it promotes a level of transparency in the management of the business.
Now, this may seem like an extreme dedication of time to the hiring process for a CEO, but as Robert Half once said, “Time spent on hiring is time well spent.”
From sourcing and screening all the way to the onboarding process, recruitment is the lifeblood of an organization. It supplies a company with consistently fresh and bright minds, and in turn, innovation naturally starts to pulse throughout the office.
Involve your whole team in the process, dedicate the time necessary to find and secure the best people, and treat recruitment as a primary driver of your company’s success.
Here at ORS Partners, we are management consultants that recruit. We partner with your business leaders and work to understand their business drivers as they relate to talent acquisition. Let us help you refine the process that defines your business. Learn more about our services here.
Written by: Christopher Eberhardt