1. Be introspective
“Too often, evaluating this important issue comes down to a general impression, an ‘I like’ or ‘I do not like’,” says Louise Pauzé, President of Happico. The problem, says the organizational culture specialist, is that corporate culture is very difficult to define. “Everyone talks about it, but no one has ever really seen it!” That is why she suggests taking the time to think about the values behind the company's decision making, before even meeting any candidate. In short, to lead an introspective exercise, but at the organizational level rather than at the individual one.
2. Where is the candidate coming from
Although they left their previous employer on good terms, a candidate’s sources can provide valuable information on the likelihood of whether they will fit in or not. “The corporate culture is much like the DNA of a company,” explains Pauzé. “It is unique and can therefore be used to differentiate one organization from another.” Will the candidate be really happy in our ecosystem? Were they only truly happy in their previous employment? These are some questions that must be asked.
3. Put it in context
Are punctuality and full presence important to your business? Or is telework more common? These examples may seem trivial, but they are nevertheless the source of many disputes within organizations. Hence the need to confront a candidate on these points right away. “The more accurate a potential scenario will be, the more the employee’s values will surface,” says Pauzé.
4. Create the ideal employee
Who are the employees who have been with the business a long time? Those who, year in, year out, remain loyal? Seems like nothing, but identifying them and asking why they have done so provides valuable information about the type of employee you should seek. Ultimately, this will establish an archetype of the model used. You know, one that embodies your company's values.
5. Talk to those who leave
An employee who leaves a company often knows a lot about its culture. Hence the idea to give an exit interview. “The information collected, ideally through a neutral, external party, is valuable,” states Pauzé. “This ultimately helps to understand why an employee didn’t fit in.” Over time, a profile of the typical employee who never stays long emerges. Two options are then available: avoiding these types of candidates in the future or working to better the corporate culture to retain more employees.