Job and Culture Fit - ATD May 5, 2016
•
1 like•1,271 views
How to avoid bad hires by assessing fit
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Similar to Job and Culture Fit - ATD May 5, 2016
Similar to Job and Culture Fit - ATD May 5, 2016 (20)
Recently uploaded
Recently uploaded (20)
Job and Culture Fit - ATD May 5, 2016
- 1. Presentation Title Subhead Can Be Placed Here Job and Culture Fit May 5, 2016 Pam Holloway, MS About People
- 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. 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. 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. 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. 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. 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. How to assess candidates? • Assessments • Interview – LAB (language and behavior) ques=ons – Behavioral interview ques=ons • Con=nuum Profile
- 9. Sample Job Assessment Con=nuums
- 10. Sample Culture Assessment Con=nuums
- 11. Map con=nuum elements to assessment elements
- 15. Part II -‐ Iden=fy Enabling Competencies Graphic from Nonacademic Skills Are Key To Success. But What Should We Call Them?
- 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. 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. Assessment Expert Whitney Mar=n, MS Measurement Strategist whitney@consultproac=ve.com www.consultproac=ve.com Phone: 336-‐202-‐2385
- 21. Thank you! Please complete your evalua=ons before logging off!
- 22. 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?