Job and Culture Fit - ATD May 5, 2016

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How to avoid bad hires by assessing fit

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Job and Culture Fit - ATD May 5, 2016

  1. 1. Presentation Title Subhead Can Be Placed Here Job and Culture Fit May 5, 2016 Pam  Holloway,  MS   About  People  
  2. 2. Cost  of  a  bad  hire   •  2  ½  to  5  =mes  salary*     –  $100,000  a  year  employee  costs  $250,000  -­‐  $500,000   –  Quan=fiable  costs  (interviews,  reloca=on,  training  &   orienta=on,  outplacement,  unemployment,  COBRA,  etc.)   –  Hard  to  quan=fy  costs  (lower  morale,  customer   dissa=sfac=on,  lost  revenue,  reduced  performance,   disrup=on,  etc.)   –  Robert  Half  survey  showed  managers  spend  17%  of  =me   managing  poorly  performing  employees**   *Based  on  SHRM  studies  and  Dept.  of  Labor  sta=s=cs   **Robert  Half  –  Surprising  Costs  of  a  Bad  Hire  
  3. 3. Why  do  we  hire  the  wrong  person?   1.  Haven’t  fully  or  accurately  defined  what   we  want/need   2.  Not  good  at  assessing  fit   3.  Let  personal  biases  get  in  the  way  
  4. 4. How  do  we  fix  it?   •  Expand  thinking  on  “fit”   – Not  just  job,  but  also  group/culture   – Include  psycho-­‐social  elements   •  Document  what  it  takes  to  do  the  job   – Beyond  job  descrip=on  –  ac=vi=es,  results,  KSAs   – Talk  to  people  in  the  job,  managers  and  SMEs   •  Add  tools  for  assessing  fit   •  Team  interviews  
  5. 5. What  does  it  mean  to  “fit”?   •  Job  Fit  -­‐  nature  of  the  work  and  the  way  work   is  done  aligns  with  employee’s  preferences   and  mental  makeup   •  Culture  fit  -­‐  employee  shares  the  values  of  the   organiza=on  and  naturally  performs  in  ways   that  are  consistent  with  cultural  norms  
  6. 6. Examples  of  poor  fit  and  impact   •  Examples  of  poor  fit   – Amanda  –  structure  mismatch   – Maf  –  control  mismatch   •  Poor  fit  results  in:   – Sub-­‐op=mal  performance   – Added  toxicity   – Wasted  Training  &  Development  dollars   – Addi=onal  management  =me  and  headaches    
  7. 7. How  to  assess  the  culture  and  job?   And  turn  results  into  something  useful?   •  Culture   1.  Cultural  assessment  surveys     2.  Observa=on,  review  of  ar=facts   3.  Interview  those  who  best  know  the  organiza=on   •  Job   1.  Let  the  job  talk   2.  Interview  job  incumbents  considered  ideally  suited   3.  Interview  those  who  best  know  the  job    
  8. 8. How  to  assess  candidates?   •  Assessments     •  Interview     – LAB  (language  and  behavior)  ques=ons   – Behavioral  interview  ques=ons   •  Con=nuum  Profile  
  9. 9. Sample  Job  Assessment  Con=nuums  
  10. 10. Sample  Culture  Assessment  Con=nuums  
  11. 11. Map  con=nuum  elements  to  assessment  elements  
  12. 12. Sample  Job  Analysis  
  13. 13. Sample  Culture  Analysis  
  14. 14. hfp://analyzer.aboutpeople.com/  
  15. 15. Part  II  -­‐  Iden=fy  Enabling  Competencies   Graphic  from   Nonacademic  Skills  Are  Key  To  Success.  But  What  Should  We  Call   Them?  
  16. 16. Enabling  Competencies   •  Self  Awareness  /Self  Control   •  Empathy   •  Personal  Influence   •  Rela=onship  Building/Social  Expertness   •  Communica=on   •  Cri=cal  thinking   •  Collabora=on  &  Knowledge  Sharing  
  17. 17. How  to  Assess  Enabling  Competencies   •  Behavioral  interview  ques=ons   – Adele  Lynn  –  EQ  Interview   – Pam’s  Behavioral  Interview   Ques=ons  for  Enabling   Competencies   •  Assessments   – EQ  Assessments   – Other  Assessments  
  18. 18. Assessment  Expert   Whitney  Mar=n,  MS    Measurement  Strategist    whitney@consultproac=ve.com    www.consultproac=ve.com    Phone:  336-­‐202-­‐2385        
  19. 19. Thank  you!     Please  complete  your  evalua=ons   before  logging  off!  
  20. 20. Implementa=on/Use  Challenges   •  Cultural  Assessments  –  are  they  a  reflec=on  of   what  the  organiza=on  really  is  or  what  they   want  to  be?   •  What  if  there  are  cultural  differences  between   the  organiza=on  in  focus  and  the  larger   company?  Which  one  do  you  use?   •  How  important  is  fit  to  the  job,  if  the  person  is   likely  to  have  many  different  kinds  of  jobs  in   the  organiza=on?  

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