So in the first of the 3x blog series on workplace culture, we covered off a good example, we looked at what workplace culture is and I shared with you what aspects of your business will be affected by this much discussed and little understood area.
Now, in this blog, I want to ask you some questions to get you on the right path for both recruiting the right people and retaining the ones you have.
CAUTION- Don’t be put off at this stage if you read through and find that you either don’t know or it’s just all really overwhelming. My job in Blog 3 is to give you a basic plan to get things on track. We need the information first, prior to getting to that point!
One of the obvious signs that you’ve got some issues in the culture area is when you have a high turnover of people in the business. If it’s high, then something isn’t right. However, it’s not the only area. It’s one indicator but not the only one. As an employer, there are some other key questions to ask:
- Can you truly define the culture that your company has in a tangible and meaningful way?
- Do your people genuinely know the part they play in your organisation’s current and future success? Are you sure? How do you know?
- Do you know what it means for a business to have “values”?
- Have you worked out what the values of your business are?
- If so, are they clearly articulated and linked back to all that is done in the business?
- How do the company values align to those of your people? Do they have to be motivated or are they inspired? Yes, there is a BIG difference here.
- Do you do some kind of basic survey to check in on employee opinion/engagement?
- If you do, what happens with the feedback? What can your team see happening?
- Are your reviews meaningful – do they provide true direction, clarity and feedback or they just considered to be a pain and something to ‘get done’?
- Are your people held accountable for their own success with support from the business? How?
If you said “no” or “not sure” to more than 3 of the above, your business can be made more profitable than it is right now.
Remembering the “affair” example, here is a quick summary pointing you in the direction of hiring a “non-affair seeker” rather than the ones who simply have workplace culture issues in their current employment.
Here are some areas to consider prior to recruiting and conducting interviews:
- Have you got the People and Culture stuff sorted above? (If not, get some help and get on it as it will be the key to recognising a keeper vs an affair seeker, and READ MY NEXT BLOG)
- Are you clear on the type of person you want in the role you are filling based on the broader company context, rather than just the skills for the job itself?
- Are your interview guides designed to ask questions which elicit information on why the candidate is looking for a new role in a new company, such as:
- What’s good about their current role?
- What’s not working in their current role?
- Why THIS role???
- Is the person running TO, or, running FROM? (this is critical!)
- Have you consciously slowed down? The recruitment process is only a few heartbeats compared to the agony of having employed the wrong person in a permanent role.
Stay tuned for my next post, where I pull it all together for a plan to get your workplace culture heading in the right direction.