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Candidates experience the corporate culture almost from their first contact with the organization. They see it in how they are treated, how diligent and caring the employees are, and what the work environment is like. As soon as they meet the hiring manager, they are assessing his or her style and values. When these are in alignment, good performance follows.
Likewise, recruiters and hiring managers are subconsciously assessing candidates from the moment they meet. That gut feel we frequently have about a candidate is probably based largely on how we see them fitting into our team and how well we think we will get along with them. This is often partly based on people who have similar interests or hobbies, who have had similar experiences, or who have known the same people. The more common connections with a candidate, the more likely they are to fit into our culture.
But the first step in more objectively assessing culture fit is to articulate what makes up the culture of your organization.
First : Know Your Culture
Most firms do a poor job of figuring out what makes up their culture and whether candidates would be comfortable in it or with a particular manager. Many factors make up the corporate culture. Some of those are as basic as work schedules and travel demands, but perhaps more significant are the ethics and values the organization believes in, the style of everyday management, and how communication takes place.
Take the time to understand what the ingredients are of your true culture, not the espoused one, and then you will be able to assess candidates with far greater success.
Second: Four Ways to Assess Fit
Here are four ways to determine whether or not a candidate fits your culture.
1. Realistic Job Previews. Some firms rely on realistic job previews, where candidates get a glimpse of what it would be like to actually do the work. The Shaker Consulting Group has created these for firms such as Key Bank and Starbucks. Previews allow candidates to select themselves “out” of the interview process and also, when combined with testing, allow organizations to determine the potential quality of fit of a candidate. The downside is that but often candidates overlook potential mismatches and move forward.
2. Use Referrals and Internal Connections. Referrals have been widely written about here on ERE and elsewhere. They can be a gold standard for cultural fit because current employees, or even those who may not be employees but know your organization well, typically choose to refer people who will fit the culture. You can simply ask employees to focus on people who would be a good fit, rather on people with high skills levels or experience. The downside of referrals is that you can overuse your network and run out of good candidates, and it is always hard to get referrals consistently. It often requires a “push effort” to get people motivated and once the push goes away, effort falls back to low levels
3. Use Social Networks. Social networks are a potentially highly effective way to determine cultural fit or at least to see whether or not a potential candidate communicates and interacts in a way that fits. By developing a Facebook or LinkedIn page and then engaging candidates in conversations, recruiters can learn a great deal about communication skills, language ability, and motivation. The downside is that these require time and effort; often, more than an average recruiter has available. However, it is probably true that candidates who have joined your network and participate in conversations at all are a better fit than those who do not.
4. Fit Testing. There are many tests of cultural and personal fit that can streamline assessment and that add a quantitative dimension to the selection process. These tests have been around for decades and have a solid track record when used properly. Of course, the downside of testing is the candidate’s acceptance and the time needed on both the candidate side as well as on the recruiters to interpret the results.
But whatever method or combination of methods you decide on, making sure candidates will be comfortable in their work environment and with their hiring manager should be a key consideration.
By getting candidates who are aligned to your culture, you will experience faster time to productivity, deeper involvement in problem solving, greater innovation, and less turnover.
This is an important aspect of assessing a candidate who is likely to interact closely with your clients like marketing & sales. Secondly the culture of your clients may also differ from company to company. As an interviewer you need to be specific in what type of candidate best fits the clients culture. For this you need to go into details of the candidate's past to include his work experience in similar job profile, his achievements etc. A background check from his previous company & social media would help.
Another important aspect is the candidate's family background(rural or urban) & education(type of school/college), his participation in extra curricular activities & sports to ascertain his overall interests.
A suitably prepared set if psychometric tests could add on to what you gather from the interview.
He or she have circle of friends within your organization.
