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Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
Ace the culture_fit_interview_webinar_-_brad_agry
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Ace the culture_fit_interview_webinar_-_brad_agry

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  • 1. Ace the Culture Fit InterviewPresenter: Bradford Agry, CareerTeam Partners Want more info? Go to www.ivyexec.com 1
  • 2. The Hiring Hurdle• You have the skills to do the job demonstrated by proven previous experience• You are motivated to do the job• You are a good cultural “fit” with the hiring organization Want more info? Go to www.ivyexec.com 2
  • 3. The third item:• most subjective• hardest to determine• important for both interviewer and interviewee to gauge Want more info? Go to www.ivyexec.com 3
  • 4. The Big Questions• “Does the candidate’s personality, values, attitudes, energy and work style closely match that of the organization?”• Does the organization know exactly what constitutes a good “match”? • difference between stated corporate culture and what is needed for one particular position? Want more info? Go to www.ivyexec.com 4
  • 5. Importance of Fit• U.S. Department of Labor statistics across multiple industries indicate that people leave jobs 81% of the time because of lack of fit whereas only 11% of the time because they can’t do the job• High cost of replacing employees and re-initiating recruiting process indicates need for fit to be correct from both sides of the table Want more info? Go to www.ivyexec.com 5
  • 6. Personal Factors to ConsiderBefore interview process have solid grasp of ME: • “What is my amalgam of identity, personality, values, motivations, emotions and style?” Want more info? Go to www.ivyexec.com 6
  • 7. • When researching the potential firm, get a solid grasp of the THEY: “How do I perceive this firm’s culture—both formal and informal?” “What is their history, reputation in the market, structure, styleand way of doing work?” Want more info? Go to www.ivyexec.com 7
  • 8. Based on this assess the WE: • “Are enough of my needs met to make this a value proposition?” • “Will I bring real value to this organization and be able to make a difference for them?” Want more info? Go to www.ivyexec.com 8
  • 9. It’s a Balancing Act: • Too much ME: I will feel like a maverick, an outsider, someone who goes against the grain • Too much THEY: I will feel swallowed up, undifferentiated, not making a difference • Only you know the optimal level of tolerance Want more info? Go to www.ivyexec.com 9
  • 10. Work-Life Balance• Have a solid sense of priorities both at home and work• Recognize that these may shift over time• Know your boundaries---both time and psychic Want more info? Go to www.ivyexec.com 10
  • 11. Definition of work-life balance:“a healthy overlap between our identities and those of our organizations.” Too much overlap = work encroaches on personal life Not enough overlap = work feels empty, boring, rote Want more info? Go to www.ivyexec.com 11
  • 12. The “sweet spot”: • Overlap between who I am and what I do are in harmony • In reality this most often involves compromise; look for both moving in same direction versus perfect fit Want more info? Go to www.ivyexec.com 12
  • 13. Congruence/FitCongruence: “the quality or state of agreeing or coinciding”Fit: “degrees of closeness between two surfaces”• Similar implication: congruence tends to be more macro whereasfit can actually be viewed on other smaller dimensions Want more info? Go to www.ivyexec.com 13
  • 14. Types of Fit(P-J) : fit between individual’s skills and job requirements(P-B): fit between boss style/expectations and those of individual(P-S): fit between individual and staff(P-G): fit between individual and groups/departments/clients theyinteract with(P-O): fit between individual and demands of the occupation Want more info? Go to www.ivyexec.com 14
  • 15. • Biggest and best predictor of success is fit between person and environment• Other fit dimensions may be less than ideal (temporary bad boss; difficult client ) but if this one is not strong there is danger of unhappiness, lack of productivity absenteeism, stress, burn-out and possible termination Want more info? Go to www.ivyexec.com 15
  • 16. Other Types of FitEmployers will also look at candidates through two different setsof lenses: – Subjective Fit: Most agree on a series of qualitative interviews as best ways of gauging items like integrity, loyalty, business literacy, flexibility, ability to forge relationships – (Actual Fit): Some use standardized testing to get at same information; costly and long lag time Want more info? Go to www.ivyexec.com 16
  • 17. Many times employers will set out to staff in different ways toadd variety to the mix of human capital: – Complementary Fit: The individual brings new skill set/fresh prospective to share with others and “round out” the organization – Supplementary Fit: The individual brings redundant skills that reinforces corporate ethos and allows some room for safe experimentation Want more info? Go to www.ivyexec.com 17
  • 18. Discovering the Culture• The Old Model: hiring companies would spend most upfront recruiting interviewing time filtering candidates on ability to do job and motivation; looking at fit closely was only reserved for finalists• The New Model: they are looking at all dimensions to be proven by all candidates from the very beginning of the evaluation process Want more info? Go to www.ivyexec.com 18
  • 19. Sources of Information• Public information• Personal contacts within company of department• Opinions of knowledgeable executive recruiters Want more info? Go to www.ivyexec.com 19
  • 20. Your Mission: 1. Uncover early on information about their culture 1. Weave into conversations how you fit these profiles 1. Don’t neglect also simultaneously finding out more about the job specs and proving you can and want to do the job Want more info? Go to www.ivyexec.com 20
  • 21. Sample Questions• ”How would you best define the corporate culture here?”• ”What type of people have you seen thriving here?”• ”When you personally came here was it the same or different than you expected? how?”• ”What is the pace like here; how does work get done day to day?”• ”Tell me about the reward system.”• ”In a typical week what is your work schedule like?” Want more info? Go to www.ivyexec.com 21
  • 22. Use consultative selling approach:3. Bring up issue/ask for more information5. Actively listen for needs7. Prove fit Want more info? Go to www.ivyexec.com 22
  • 23. An ExampleQ: You had mentioned earlier that part of your culture was the expectationthat people serve on cross-functional teams? Could you tell me more aboutthat?A: Yes, we want a marketing person like yourself to be risk-takers inserving on teams where they may not be content experts.Q: I was charged with doing the same at x where I basically had to relyupon my team building skills to get up to speed through the help oftechnical experts—it stretched and challenged me immensely Want more info? Go to www.ivyexec.com 23
  • 24. Other Cultural CuesWatch and pay attention to: • demographics of workforce • energy/layout of the space • methods of employee interaction • type of dress Want more info? Go to www.ivyexec.com 24
  • 25. The RulesYour message needs to be:• authentic• well-thought out• provable• repeated consistently to each interviewer• reinforced verbally and in written form continuously Want more info? Go to www.ivyexec.com 25
  • 26. A Warning• Do not try to dramatically change your personality or approach to please the recruiter• ”Canned scripts” will come across as artificial and rehearsed• Stretch towards their culture without abandoning values and your established sense of identity• Recognize the value of knowing upfront a mismatch from either side may actually be a good thing Want more info? Go to www.ivyexec.com 26
  • 27. The BidAt end of interview process be sure to3. Ask for the job5. Express sincere interest in doing it (showing why)7. Check for need for any additional “proof”“Is there anything else you need from my end to further demonstrate that I am the right fit for X?” Want more info? Go to www.ivyexec.com 27
  • 28. The Congruence ChecklistHelpful in gauging if there is a match:3. Are my personal values aligned with where I am interviewing?4. Would my skills/abilities/gifts be used to their best at X?5. Is the vision of what I would do at this job in sync with what the organization would support and encourage?6. Would I feel connected and comfortable with co-workers? Want more info? Go to www.ivyexec.com 28
  • 29. Putting Metrics on FitFit hard to quantify yet one method is to sort out all types of fit from candidate’s point of view:• Rate perceived degree of fit on various dimensions (P-J,P-B etc) between you and potential employer• Assign value of how important each attribute is to you comparing each to the all-important person-environment dimension• Review high and low scores, making strategic decisions Want more info? Go to www.ivyexec.com 29
  • 30. A Summary• Corporate culture is often hard to define and quantify• Companies want to know beyond proven success and motivation to do the work that new hires will easily integrate into their firms• Candidates need to early on uncover and get sense of culture and tailor their message accordingly• Fit between person/job; person/boss important but best predictor of happiness and good performance is person-environment• Candidates should be equally mindful if the company is a place they would find themselves happy potentially working at Want more info? Go to www.ivyexec.com 30
  • 31. Brad’s Services Career Transition Services Executive CoachingGroup Leadership Training and Development Team Building Workshops Group Work/Life Balance Retreats **** For more information contact: Bradford Agry, Principal CareerTeam Partners www.careerteampartners.org Want more info? Go to www.ivyexec.com 31

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