Category Archives: Culture

Tolerating structure v ‘You don’t own me’

career help

The video below really puts a smile on my face. Could it be because I know – from my Harrison Assessments results, at least – that I have a very low tolerance for structure? I’ve learnt from experience that not everyone thinks like this and that there are benefits to having rules and regulations. For one, you wouldn’t want to go out on the road if you weren’t confident that most people follow most of the rules most of the time!

If you’re like me and want to do things your own way, read on for the tips I share below for living in a world full of structure. But first, enjoy the video! Apologies to those who think work comes before fun – you probably don’t need to read any further.

Tips for when structure matters more to others than it does to you

Firstly, I can’t claim to do all these things all of the time. They are just ideas designed to make us feel better about structure.

  • Realise that just because it doesn’t make sense to you, that doesn’t mean it doesn’t make sense. It’s fine to question the status quo but at some point in the past what you are questioning was important to someone.
  • Ask questions. As Stephen Covey famously said: “Seek first to understand then to be understood.” Practice empathy.
  • Listen – don’t interrupt. When you think you know a better way, your enthusiasm drives you to share it at the earliest opportunity. Keep your ideas to yourself for now.
  • Influence gently. Once you’ve fully listened that is! Show don’t tell. You can demonstrate what needs to change and why.
  • Don’t kerb your enthusiasm. Any change – especially to the ‘tried and true’ – takes time. It’s your desire to make things better for everyone and the persistence that breeds will make the difference.
  • Be patient. Not everyone will want the speed of change and variety you seek, even after you have convinced them that the change is a good thing.
  • Pick your battles. You might not like doing things a certain way, but if it helps to make it easier for others to work with you then sometimes it’s best to keep your ideas to yourself. On the other hand, as the video shows, sometimes it can be harmless to break a few rules when no-one’s looking. But choose them very carefully!

[Tweet “Tolerating structure – it’s all about respect and empathy

You might not follow all these tips all of the time either. The first step is awareness and the second step is practice. Remember, if no-one questioned the way things are done, we’d all still be sitting in caves chewing raw meat. One change in the way things are done that definitely relied on demonstrating a newer, better structure.

Three steps to hiring for the culture you want to create

assessments for recruiting

Have you ever tried to change the culture of your organisation? Wouldn’t hiring for cultural fit in the first place be better?

Some of the consulting work we do centres around changing an organisation’s culture – something which is ingrained and difficult to budge.

But what if you could set the culture from the moment you hire somebody?

If culture is ‘the way we do things around here’, then it’s not beyond your power to design it for your organisation.

One place to start is with your hiring and selection processes.

Technical ability and soft skills usually take pride of place when we hire.

While I don’t dispute these are basic and important, ignoring cultural fit can be where the seemingly perfect match comes unstuck. How can you avoid this trap?

1. Know what culture you want to create

What’s important to you in your work and your dealings with colleagues, clients and suppliers? How do you want the world to see your organisation?

There are as many answers to these questions as there are organisations!

One may focus on delivering their product or service as efficiently and inexpensively as possible.

Another may highlight the importance of staff engagement to deliver the best client and financial outcomes.

At Balance at Work, for example, we pride ourselves on how much we care about our clients and are known for going ‘above and beyond’ to help them achieve their objectives.

This attitude is the foundation of our culture and helps us identify who we want to attract, employ and work with daily.

2. Have a strategy for finding the right people

Once you’ve defined the culture you seek, it’s time to ensure you are seeking staff who align with your culture.

There are several parts of the recruitment and selection process that give you the opportunity to make decisions related to getting the best cultural fit:

  • The advertisement: Make it reflective of your culture, not a cookie-cutter generic ad. Also, be honest. Only use the phrase ‘fun place to work’ if it actually is.
  • Screening resumes: Look for experience, interests and skills that indicate a good fit, including those outside their employment. For example, if it’s important in your culture to help others, then look for volunteering. If teamwork is important, what have they done that shows it’s important to them too?
  • Interview: The interview is your big chance to describe the culture and to ask questions specifically aimed at finding out more about cultural fit. Make sure you are using behavioural questions that give the candidate an opportunity to describe how they work.
  • Objective assessments: Using psychometric surveys that cover values and motivations will help you see how well the candidate’s views align with your culture.
  • Reference checking: Get in the habit of asking referees to describe the culture in the candidate’s previous or current workplace(s). Tip: you also need to ask the candidate why they wanted to leave. Often it’s the culture that has driven them away. If your culture is different, you now have a great way to attract them to work for you if they meet all your other selection criteria.

3. Get help

You can easily get feedback on your culture, what works and what doesn’t, from your existing staff and other stakeholders.

They’re also well-placed to help you identify what you need (and don’t need) in your new hires to build your desired culture. Some questions you could ask:

  • How would you describe our culture to someone who doesn’t know our organisation?
  • What are the qualities you think a person needs to be an excellent fit for our culture?

Armed with this information, you can then fine-tune your recruitment and selection processes to screen for cultural fit.

Want to create the culture of your dreams? It all starts with the right people.

This article was originally published on MYOB’s blog, The Pulse. For more business news and tips, visit www.myob.com/blog.

Culture: How do you assess fit?

This article is by Dan Harrison, Founder and CEO of Harrison Assessments International and was first published on 2 March 2017. If you are interested in learning more, please contact us.

High performing organizations can be quite obsessive about their culture as both a market differentiator and as a guiding force for decision-making. These organizations tend to be extremely careful to bring new people in who match the culture well.

By “culture”, we can use this definition: “the organization’s vital Purpose, its distinctive and enduring Philosophy and its strategic Priorities”  – the 3 P’s, according to Sheila Margolis [1]. A strong culture will endure and thrive if employees’ own beliefs and values align well with the organizational culture. If there is poor alignment, then the culture degrades and competitive edge may be lost.

Job-Fit vs. Culture-Fit

In the employee-selection world, professional Talent Management staff often focus on understanding the job in question by conducting a Job Analysis (JA). JA typically involves identifying the tasks, duties and responsibilities performed on the job as well as the specific knowledge, skills and abilities (KSA’s) that lead to success. Once the KSA’s are identified, a selection plan can be devised to “test” for these competencies and a “score” or predictor of potential success in the job is derived. The test can include a online assessment to determine probable job-fit. Certainly job-fit is critical to determine to ensure that the candidate both CAN do the job and WILL do the job (i.e. is motivated to perform).

Certainly, ensuring that a candidate has the technical skills, know-how, background, education and even “soft” or people-skills to be successful is critical. What many organizations fail to do, however, is assess for culture-fit. That is, applying assessment strategies to measure the extent to which a individual’s values, beliefs and priorities align with and complement those of the organization. In many cases, culture-fit is is just as important as Job-fit, if not more so.

What is Culture-Fit?

Person-Organization, or Culture-Fit is the congruence of an individual’s beliefs and values with the culture, norms, and values of an organization. Entrepreneur Magazine says that culture is, “the personality of an organization from the employee perspective, and includes the company’s mission, expectations and work atmosphere.” [2]

Employers are now competing hotly for the best and the brightest younger workers. We know from recent research on younger workers that they highly value People and Culture Fit above all else. They want to be comfortable with like-minded people in an environment that matches their own passions, interests and personal and professional values. If the employer can get their culture right, defined and clearly articulated then they are in a much better position to match the employer’s needs with younger workers expectations – a win-win proposition!

What Does it Matter?

Research consistently shows that employees who understand the company culture and are aligned with it outperform the competition by a three-fold factor. Aligned employees:

  • Are happier
  • More satisfied
  • Stay longer
  • Are committed
  • Provide better service

Person-Job vs. Person-Organization Fit

If we accept the idea that job fit is critical AND that culture-fit also plays a role in an individual’s potential success, then how are these two ideas related? The chart right attempts to address this question. Person-job fit can be determined using skills tests, competency analysis, behavioral interviewing and even resume/application review. Person-organization fit requires asking and getting answers to different questions – mostly about what is most important to an individual both in terms of their engagement as well as their priorities and core values.

Can One Assessment Do Both?

Certainly, multiple assessment methods can accomplish job and organization fit; for example, using one assessment for competency assessment and another one for values and engagement factors could work. This approach is time-consuming, expensive and cumbersome, not to mention a possible “turn-off” to candidates. In a perfect world, we could use one assessment to give us all the information we need in a short amount of time. In fact, such an assessment exists – the Harrison Assessment.

How can the Harrison Assessment Accomplish Both Goals?

Because the Harrison Assessment (HA) is preference-based, and uses forced-ranking as a method, it collects very detailed information about an individual’s work-related preferences in a very short amount of time (less than 30 minutes). Everyone takes the same questionnaire. What changes is the filter, or Success Formula, that is applied to the individual’s data set. In terms of Person-Job Fit, there are thousands of Job Success Formulas in the system that are specific to the demands of unque jobs. In terms of Person-Organization Fit, the system can be set up to filter for core values, engagement factors and motivational triggers. This filter can be applied to the same data.

Culture Mapping and Assessment Example

Let’s apply this process to a real-world example. Consider Company X that has 5 Core Values that they want to make sure new employees have the propensity for and embrace at a personal level. The first of those Core Values is shown below and is called Innovative Ideas and Approaches. The document below shows how this value and its definition was mapped to HA. This work was performed by a trained HA consultant. This was done for all 5 of the Core Values, though only one is shown here for the purposes of this example.

Example Core Value and Mapping to the Harrison Assessment with rationale included.

This “culture template” was created in the HA system and could then be run for any or all finalists or new employees to show how much their own personal preferences and priorities stacked up against the ideal. In the partial report shown below, you can see the individual’s match-up against this customized cultural filter (note that this report ran several pages; this is just the first page). The hiring manager, and/or interviewer could use these results to probe areas that may have been weaker for this person, or “out-of-sync” with respect to the cultural values. The report also includes traits-to-avoid that can possibly de-rail success.

In this way, organizations can use the same dataset collected by one questionnaire in multiple ways; First, to assess fit for the job itself; second, to look at culture fit. It is true that some set-up needs to be done to do the customization work to create the cultural, or values filter, but once set-up, this is a very efficient, effective, time-saver that is also inexpensive.

Visit our website to find out more about both Job-fit and Culture-fit

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[1] Sheila Margolis, Defining Organizational Culture Questions (https://sheilamargolis.com/consulting/organizational-culture-change-initiatives/organizational-culture-assessment-questions/)

[2] “It Really Pays to have a Rich Company Culture”, Entrepreneur Magazine, 10/21/14, (https://www.entrepreneur.com/article/238640)

Seven key questions to ask about your team

 

Do you have your ‘dream team’ working happily and productively in your business or your department?  Perhaps you feel there’s still room for improvement.  Below are seven questions to help you identify the gaps in your team’s effectiveness, with ‘best practice tips’ for your consideration.

1.       Do we know what we’re trying to achieve?

Does everyone on your team understand the strategic plan and how the team’s successes (and failures) impact the achievement of the organisation’s goals?  How involved were they in setting the goals of your team?  Could they explain the goals to others?

Include the team in planning and clearly communicate how the team’s performance will contribute to the organisational goals.

2.       Is every team member committed to our joint goals?

You will know the answer to this question through observation and questioning.  Having a common goal is not enough in itself to ensure success, commitment is also required.  Sometimes lack of commitment can be due to a clash between the goal and the individual’s expectations.

Check in with your team members that the goals are consistent with their personal values and aspirations.

3.       How likely are we to achieve our goals?

Do you have the best combination of competencies for what you’re trying to achieve?  If not, how will you add these resources – through training, outsourcing or hiring?  Have you set clear expectations for both work performance and behaviour within the team?

Build teams for future as well as current needs.

4.       Do we understand and value our individual strengths?

Do you know in detail the experience, skills and talents of each team member? Are they respected for their specialist knowledge? Do they get an opportunity to use their strengths?

Delegate tasks and responsibilities to individuals in their field of expertise to give them a chance to shine.

5.       Do we communicate well?

Does the team leader effectively and appropriately share relevant information in a timely manner.  Does every team member get to express their opinion in an environment of respect and openness?

Introduce practices, such as meeting agendas, that allow all members of the team to contribute without feeling threatened.

6.       Are we all willing to lend a helping hand?

Is there a spirit of cooperation, with team members going out of their way (and outside their designated roles) to get the work done to achieve your team objectives?  Are team members happy to collaborate and share information and resources?

As with communication, a good team leader will model the behaviour that is expected from the rest of the team.

7.       Are we having fun?

Work is work and it can’t always be a party, but if people genuinely enjoy the work they do and the company of their team, you will achieve a lot more.

Celebrate your successes and when things go wrong, avoid blaming others.

What do you think?

Reflecting on these questions may have prompted some thoughts about how to improve your team.  Don’t let them be lost! 

Your next step is to decide on what actions you can take and plan how you will implement those actions.  Write it down, share your ideas and ask for help from both inside and outside your team.

 

"The last couple of years at batyr has seen incredible growth and the Balance at Work team has supported us along the way. They have helped us improve leadership skills across the team by helping us source and manage mentors, and even engaging as mentors themselves. As a young and fresh CEO Susan has also supported me personally with genuine feedback and fearless advice to achieve great things. "
By Sam Refshauge, CEO, batyr
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
By Jessica Hill, Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
By Chris Bulmer, National GM Learning and Development, ISS Australia
"We use Harrison Assessments with our clients to support their recruitment processes. We especially value the comprehensive customisable features that allow us to ensure the best possible fit within a company, team and position. Balance at Work is always one phone call away. We appreciate their valuable input and their coaching solutions have also given great support to our clients."
By Benoit Ribe, HR Solutions Manager, Polyglot Group
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead, employee and team development sessions."
By Shaun Stanfield, Managing Director, Insurance Advisernet

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