Hiring competent and qualified employees has never been easier than today, with the Internet, an increasing availability of assessment and competency frameworks or models, and more and more ways to validate what goes into good work.
However, while many companies are increasingly focusing on ensuring that employees display the behaviors and competencies contributing to producing quality work or high performance, fewer are using job analysis to match employees to company culture.
Employee turnover remains one of the costliest aspects of employee management but using job analysis during the hiring process to match employees to culture will greatly reduce it.
This starts with being able to articulate what your company culture and environment is, and validating that assessment. Then, your ability to hire based on environment and shared values will greatly increase long-term employee retention and therefore drive the costs of hiring and re-hiring down.
Defining Your Culture and Environment
Every organization has a company culture. It’s often a mix of values, ethics, work environment, expectations, and how people work. You often cannot deliberately choose your culture, but you can work to influence it and create a culture that better reflects organizational ideals and methods.
The organization should define company culture, align it with the company’s vision and goals, and work to restructure or change it where necessary. Your culture should be aligned with company actions, strategy, decision-making, and communication, because work must support cultural beliefs, or your cultural beliefs don’t reflect your real culture.
You can also take the time to define why this is your culture. Sometimes the why is because it simply happened. Other times, you carefully nurture company culture to create a good work environment where people, productivity, and innovation are at the forefront.
Going Beyond Person-Job Fit
Most HR assessment tools are used to match a person to a role, matching their hard and soft skills as well as behavioral patterns to those mapped as essential in the role.
While this is very helpful in choosing someone, who can be competent and productive in the role, it says nothing about their ability to be happy and to contribute inside the organization.
Mapping HR assessment to company culture allows you to assess whether a person’s beliefs, values, and ethics align with that of the organization and whether you can contribute to each other.
This will tie in well with behaviors and beliefs already mapped by existing HR assessment tools, you primarily just have to map them to your organization as well as to the role.
In some cases, you can achieve this by using broad organizational-level competency frameworks defining the beliefs and behaviors everyone in your organization should share, in others, you can look for specific patterns of behavior indicating a good cultural fit.
Employees who can step into an organization that already shares their work values, moral and ethical concerns, and who mesh well with the existing structure are more satisfied with their job, more able to contribute and work productively, and more likely to stay with the organization for the long-term.
While any employee retention will naturally tie into development, growth opportunities, and long-term organizational growth and management, hiring for a good cultural and environmental fit gives you more opportunities to retain employees because individuals mesh with their environment, get along with employees, and are able to contribute in multiple ways to the company’s culture and output.