11 Nov 11) Culture – Organization Culture and Recruiting
Once a leader has helped establish an effective and positive culture, maintaining and improving it will be the next culture task. Because people who fit in with an organization’s existing culture are likely to feel comfortable in the workplace, it only stands to reason then, that as long as the existing culture is effective, fitting in leads to working well together. This is why, when it comes to recruiting, culture fit can be the glue that holds an organization together.
GIVENT believes that to attract talent, an organizational culture has to be attractive. The culture should invest in its employees and provide trainings to improve skill.
The Study below provides evidence that the statements above are true:
Too often, the culture is about blaming the employee and firing that employee. If that is the case, we may be making the Fundamental Attribution Error.
So, we wonder to what degree does an organization’s culture attract or repel potential applicants? Having a supportive or nurturing culture in an organization influences its recruitment process.
Psychological science has collected evidence that people prefer to work in a “supportive” culture rather than a “competitive” culture.
By focusing on collaboration, teamwork, and in balancing one’s career and family, organizations can be competitive in recruiting, attracting and retaining better candidates.
In 2010, a group of researchers published a study in a peer-reviewed journal showing that culture in an organization plays a significant role in an applicant’s decision to onboard.
The researchers focused on 2 types of organizations: The competitive organization that values competition, independence, ambition and high financial rewards. And the supportive organization, that values collaboration, inclusiveness, fewer financial rewards and the integration of family and career roles.
The researchers tried to see if in the interaction between an organization perceived culture (competitive or supportive) and the applicants would show a significant difference among men and women, regarding their likelihood to pursue a job.
256 participants were involved in this research. The participants were given folders that included recruitment brochures that were developed for the study. These brochures depicted 2 different cultures. One of them emphasizing the high demand-high reward culture, through the use of phrases like: “competitive environment” or ,“work individually”, and the other emphasizing a supportive culture using phrases like: “nurturing environment” or “collaboration among all employees” respectively. The role of the participants was to evaluate the recruitment brochures for organizations that hire new employees.
The results were profound. Both, men and women reported stronger intentions to pursue jobs fitting in the “supportive” organization model.
“Organizations should examine their organizational cultures to determine if the culture is limiting the attractiveness of their organization to talented men and women who seek a balance of work and non-work.”
Diane, C., Heather, M., & Timothy R., M. (2010). The Impact of Organizational Culture on Attraction and Recruitment of Job Applicants. Journal of Business and Psychology, (4), 649.