Culture Matters in Job Recruitment

Introduction

Culture matters in job recruitment. Hiring people to fill up vacant positions in the company requires that the new recruit does not only possess the necessary skill and talent for the job but also a “perfect fit” in the company’s organizational culture. Assuming that the applicant has all the qualifications, the primary question a recruiter should ask himself/herself before hiring an applicant must be this: “Can this person, if hired, persist in his/her job despite the negative traits of the company’s culture? Can his/her personality and value system tolerate if s/he discovers the most toxic trait or aspect of the company’s way of life? For instance, if s/he discovers that the company has strong power cliques or lacks career plan, can this new recruit capable of and willing to adjust and stay in the company? Will s/he be loyal in spite of….?

2 Dimensions of Hiring People

There are basically two major dimensions of hiring new applicants into the company: the technical and the cultural. The technical dimension includes the educational background, talent, experience and expertise of the applicant for the job. The cultural includes the applicants’ personality, value system, beliefs, attitudes to rules, power and authority or work ethic.The technical aspect is easier to handle than the cultural one. The resume or CV can be an important guide with regard to the technical aspect of the job. But there seems to be no comprehensive guide or tool for the recruiter or interviewer to understand the applicant’s cultural orientation. A well-planned interview guide can probably handle this, revealing the applicant’s basic cultural attitude and value system vis-a-vis the hiring company’ core values. The psychological exams may reveal some aspects of the person’s cultural life but not enough to cover all about the person’s character, value system, disposition, interpersonal skills and attitude towards work: all these are important characteristics which can determine the recruit’s longevity in the company.

The Recruiter Must Have a Sufficient Knowledge of Company’s Culture

It is difficult for a recruiter to know whether the applicant fits into the company’s culture if s/he is not part of the company or lacks an emic (insider’s knowledge) perspective of the organizational culture of the hiring company. Well, if the position is basically a technical one which doesn’t require much social networking or managing people, this internal knowledge of the corporate culture may not be that necessary. But people are not robots. They react to situations based on their cultural values and beliefs. Most failures in hiring–in a sense that recruits do not stay longer in the company–is probably due to lack of sufficient knowledge of the recruiter about the organizational culture of the hiring company. In this sense, the hiring company is accepting people who are technically capable but incompatible to its overall cultural mold. The result: fast turnovers due to cultural incompatibility between the new recruits’ cultural orientation and the cultural expectations of the hiring company.

Fast turnovers in the company’s hiring can therefore be an indicator of a mismatch between the recruit’s cultural values and the company’s organizational culture. And ultimately, the recruiting team can take the blame for hiring people whose cultural and mental frames as well as corporate values are in conflict with those of the company. The technical aspect of the job may be a perfect match but not the value system of the new employee and that of the hiring company.

Final Reminder

Remember: hiring is like finding a missing spare part of a particular brand of car. The recruiter may find a spare part similar to the original one but not in design and brand; thus, it will never fit into the car system. It will only damage the car. Thus, if the cultural orientation and value system of the newly-hired employee do not jibe with that of the company’s culture, s/he never fit into the firm’s cultural system. S/he can only cause harm rather improve the brand and productivity of the company. It is therefore important that the recruiter knows the brand and make of the car in order that s/he can spot and buy the correct spare part for the car. The ideal recruiter is one who knows the “basic parts and their interdependence in the entire system” of the hiring company.

Photo credit: Shutterstock.com, Savage chickens, et al.

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Thank you for reading this post! If you want to read my regular posts, please follow me or send a LinkedIn invite to vballano@yahoo.com. Feel free also to follow me on Twitter @detectivebogart and join my 103K+ online community for some sociological and inspirational tweets. My Instagram @venballano My Profile: about.me/vballano My Blog: vballano.wordpress.com My Facebook: Ven Ballano. My Shots:@venballano.
Dr. Vivencio “Ven” Ballano is a sociologist-professor, religious educator, research consultant and media piracy specialist at St. Paul University, Quezon City, Philippines. He is currently writing a book entitled” “Sociological Perspectives on Media Piracy in the Philippines and Vietnam” under the top scientific global publisher, Springer Science + Business Media.

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Knowing the Job Applicant’s True Character

job interview

Introduction

Job interview is all about impression management. On the one hand, the applicant must project his/her best image and impress the interviewer with his/her appearance and performance to get the job. On the other hand, the interviewer–knowing the limitation of the encounter–must exhaust all means during the interview to know the real self of the applicant beyond personal appearance and impression. S/he must get a glimpse of the applicant’s real character! But how? The interview encounter is too brief to understand the applicant’s real self !

Well, recruiters and interviewers of applicants must accept the fact that job interview is not in-depth discovery of who the applicant is in terms of character and personality. But when done wisely and correctly, one can still get a glimpse of the character of the person. Here are two tips:

1. Observe the body language, gestures and actions and know their meaning.

During job interview, the interview or recruiter must expect that the applicant will present their best image and impression in order to be accepted in the company. S/he can control his/her image in terms of clothing, demeanor or speech. If the applicant is wise, it is expected that s/he has rehearsed a lot on the possible questions the interviewer will ask during the interview. S/he had probably read a lot on how to pass job interviews.

But one area the applicant may not have a total control of himself/herself—the body language and involuntary gestures which come mostly from his/her subconscious. His/her eye movements during the interview, for instance, can tell a lot about the person’s capacity to focus. So, it is important that the interviewer must be observant not only of the applicant’s words but also of his/her gestures and involuntary movements of the body. Well, if the interviewer really wants to know more of the applicant, s/he must try to find means to observe the applicant before the interview, probably while waiting for the interview or interacting with others in the office.

2. Ask situational questions which can reveal the applicant’s Value System.

The purpose of a cross-examination in a courtroom hearing is really to reveal the inconsistencies of the witness’ testimony. This can also be applied ob interviews. To know the integrity and honesty of the applicant’s character, the interviewer must find ways–beyond the prepared set of questions—to ask situational questions to reveal the applicant’s value system. Ask questions that concern dilemmas can be a good way to squeeze the applicant’s answer and reveal the what type of values s/he held as most important. Let’s say, the interviewer would ask questions to reveal the applicant’s priority between loyalty and career advancement, or between being honest or being fired by one’s manager if /she reveals his/her wrongdoing in the company.

Conclusion

Remember, recruiting is not only about hiring people with the best talent and qualification but also about recruiting applicants whose personality and character fit into the company’s mission-vision or corporate goals. A recruiter may have hired the best talent but his/her character and personality does fit into the corporate culture, s/he will stay in the company. It’s only a matter of time that s/he will leave because s/he is discovered that s/he not a perfect fit in the company’s way of life!

Photo credit: Shutterstock

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Thank you for reading this post! If you want to read my regular posts, please follow me or send a LinkedIn invite to vballano@yahoo.com. Feel free also to follow me on Twitter @detectivebogart and join my 103K+ online community for some sociological and inspirational tweets.My Instagram @venballano Profile: about.me/vballano Blog: vballano.wordpress.com Facebook: Ven Ballano. Shots:@venballano.
Dr. Vivencio “Ven” Ballano is a sociologist-professor, religious educator, research consultant and media piracy specialist at St. Paul University, Quezon City, Philippines. He is currently writing a book entitled” “Sociological Perspectives on Media Piracy in the Philippines and Vietnam” under the top scientific global publisher, Springer Science + Business Media.

Functions of Persistent Rumors in Business

Introduction

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It is normal in any business organization to hear rumors against the company, managers, supervisors as well as fellow employees. Unlike gossip, rumors deal with social issues, not personalities, that affect a sector of a company or the entire business organization. People may immediately dismiss rumors as hearsay and unproductive talk. But if they persist, they might have a structural basis that requires a closer examination and analysis. A persistent rumor about the company or workplace usually has structural roots that need attention and solution. All companies which face bankruptcy or imminent demise are always forewarned by rumors. Before Enron collapsed, for instance, rumors about the company fraudulent accounting persisted. But it seemed that the early warning signs were ignored by the company leading to its closure. “A detailed look at the Enron accounting scandal reveals the circumstances that made it possible for Enron to succeed in deceiving the public. There was connivance with external auditors & banks, while SEC gave Enron exemptions from investment laws, instead of paying heed to the early warning signs”(http://www.brighthub.com/office/finance/articles/101609.aspx).

Rumor as an Indicator of a Serious Issue and Lack of Transparency

A company which hides some vital information to their valued customers, stockholders, employees and to the public is prone to rumors. In today’s social media age, it only takes a post, selfie, or viral video to spread the rumors if a business firm is found deceiving the stockholders or customers about the true state of the company, products or services.As the saying goes, “If there’s a smoke, there’s fire!”. The smoke is the rumor, the fire is the negative effect that destroys the company. A firm cannot hide the reality to the public. It is only a matter of time that the fire will come out and burn the entire house! So, if there’s a persistent smoke or rumor, it is better for house managers or CEOs to put it off before it burns the company. And this could only be done if the company starts providing clear and convincing information to the affected sector about the issue. A transparent system is less prone to rumors. Thus, when rumors came out about the bending of iphone 6, Apple immediately issued a statement and credible explanation to stop the rumors on the alleged defects of the phone. And it did apparently succeeded in putting off the smoke as Apple posted a historical profit of $18 billion last year due to massive sale of iphone 6 and 6plus.

Rumor as An indicator of a Management Problem.

It is important that managers must be empirically updated with what’s going in the company. It there is a discontent in the company, the manager must be the first to know it, not the last one. S/he must open to suggestions and willing to listen even to people whom s/he dislike. Rumors can serve as warning signs and guide for managers on what management area that s/he needs to examine and improve. A feedback mechanism is therefore necessary to check once in a while the general sentiment of employees in the company as well as the true state of things in the company. This feedback must come from below, from rank and file employees up to the top managers in order that the general picture of true state of the company will come out. The Japanese firms which use the inductive method of management are good on this. They usually ask feedback or opinion from people below before they create or implement a major policy that affects the entire business firm.

Remember: a persistent rumor can be an allay not an enemy in business when used wisely by business managers. They serve as a guide or indicator on what area to improve on in the company!

Photo credit: Shutterstock

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Thank you for reading this post! If you want to read my regular posts, please follow me or send a LinkedIn invite to vballano@yahoo.com. Feel free also to follow me on Twitter @detectivebogart and join my 99K+ online community for some sociological and inspirational tweets.My Instagram @venballano Profile: about.me/vballano Blog: vballano.wordpress.com Facebook: Ven Ballano. Shots:@venballano.
Dr. Vivencio “Ven” Ballano is a sociologist-professor, religious educator, research consultant and media piracy specialist at St. Paul University, Quezon City, Philippines.

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