Corporate Culture module two - coaching notes
Being scrutinized under the microscope whilst going through an interview process is never fun for anybody. But going through an interview process is not a one ended affair but rather a two way street. Whilst under scrutiny one of the facets that many interviewees forget is to conduct their own interviewing exercise to ensure that the role is right for them as much as it is for the prospective employee. Indeed many times I think that the interviewing party actually forgets that there are two parties involved in the interviewing process.
One of the key elements that a candidate must screen prospective new employers for is corporate culture. Microsoft thinks it’s important otherwise focusing 50% of their hiring decision on corporate culture.
Understanding and developing a more assertive approach in determining your interviewers corporate culture throughout the interview process is by far the most important element in your arsenal of tools when attacking a new opportunity. The central concept however, of being an active opponent in the interview process, is of the utmost importance.
When considering your corporate culture questioning strategy the three elements to consider are:
· Who is interviewing you and how does that person fit into the organisation.
· What is the content of the interview and what is the general overall attitude of the interviewer towards you during the interview.
· When does the person to person interviewing happen in the recruitment process and in what format.
The application of what you learn during the interview process will assist you to make a decisive and intentional decision regards the potential acceptance or non-acceptance of an offer.
More importantly—increase the chance of successfully making the right decision with regards to corporate culture fit.
“Corporate culture rejection” has become the buzz word with industrial psychologists today. Business leaders have started to concentrate their efforts on perfecting their hiring practices to ensure the sustainability of their new appointees. Significant, but not always mentioned, is that these hiring practices can be for growth or rationalisation within the organisation.
Before embarking on an expedition to formalise your strategy on corporate culture identification, one must understand what drives corporate culture and the key elements that determine the culture of a company. It’s also important to compare and study various researcher viewpoints when considering what the impact of corporate culture has on your interview process. Research into corporate culture and the impact it has on interview questions is actually a very poorly researched topic.
Let us firstly examine some theories that exist in the marketplace with regards to the assessment of corporate culture. One of the more popular mechanisms employed for client assessment, to define, articulate and match culture, is the use of the five P’s to assess culture.
Is the power at the top of the organisation and are decisions made by a group or a single person at this level? Or is power delegated and requires a consensus before decisions are made. One can also ask as regards to which big decisions were made, how exactly those decisions were made and what ownership have leaders taken for bad decisions.
How much “push back” can an organisation tolerate and how much it expects? How long will the organisation allow the incumbent to gain ground by conceding and complying to his/her needs? Some organisations have significant push back and have a culture where the new executive cannot forcefully defend his/her point.
How quickly does an organisation make decisions, but also what are the actions of the respected leaders of the organisation. Pace also speaks to work ethic and what is considered a hard-working individual by the organisation i.e. working weekends etc. Miss-match will lead to culture rejection.
The way that an organisation plays together is a defining component. As most people spend a large portion of time at work with co-workers, the “play” factor becomes very relevant.
The willingness to compromises values in order to achieve a high-valued goal.
In many cases the type of question that one uses to litmus test the above five “P”s are as important as the actual definitions. The following examples of questions should be used when facing an interview:
Ø What words would you use to describe your organisation?
Ø What are you most proud of in the organisation?
Ø What is the purpose of the organisation?
Ø Why is the work you do important repetitive?
Ø What is your contribution to society?
Ø What special attribute does your leader possess that has influenced the character of the organisation?
Ø What ideals drove to the founding of the organisation?
Ø What single value is fundamental to this organisation since founding?
Ø Why is this company uniqueness from competitors?
Ø Describe the personality of the organisation?
Ø To effectively achieve your strategy what principles should you focus on?
Ø Describe the working environment that enables you to work at your best.
Ø What stops you from performing at your best.
Another point of view by a top researcher, focuses on the hiring manager evaluating candidates based on cultural fit, rather than qualifications. This move toward culture screening is seen to be very topical at the moment, especially with many business leaders looking for top staff who will potentially “fit” their organisation. Using “fit” as selection has seen to be directly related to attrition within a company. Interviewing for cultural “fit” can include factors such as similar backgrounds, interests, self presentation and similar qualifications. Hiring managers actually hire according to choosing criteria they would use when selecting friends or romantic partners.
Top questions include favourite websites, books and movies. Most evaluators interviewed, were found to select candidates who have a similar educational background as themselves, thereby making it easier for the two incumbents to relate life stories in the interview.
The fact is that people want to work with other people who are like themselves.
Employees want a sense of belonging since the office eventually becomes a second home.
Researchers do however agree that the following traits are true to corporate culture across all organisations;
Ø You cannot train corporate culture
Ø Culture is historically determined
Ø Culture is socially founded and
Ø Difficult to change
Ø The outsider can describe corporate culture more effectively than the employee
Ø Socialisation in corporate culture is continuous
Ø Members are not aware of its existence
Employees struggle to describe their companies’ personality. It’s the outsider, who more often than not, can better describe the social putty that holds the organisation together.
When conversing about this topic one needs to understand that there is a difference between the formal and informal organization. Both are inseparable.
Formal organization functions according to rules, politics and procedures. The informal includes differing levels of employees and includes relationships and human interactions that are not officially prescribed and is also dynamic by nature.
Another factor that is important, is understanding corporate culture at the “group” level.
New employees entering a group will need to be socialized as in any other social entity. Even if the individuals have strong individual presumptions the g