Before First Days: The Importance of Culture in the Hiring Process
Did you know that 46% of new hires fail within 18 months? And that 89% of these failures are attributed to poor culture fit?
It’s all about assimilation, but not only once the new employee is hired and onboarded.
No, it begins long before that—in the hiring process.
We’ve all been there: a key position becomes vacant and needs to be filled immediately. The temptation might be to recruit now and ask questions later. But, using this philosophy, you may find yourself in the same predicament in six months.
According to the Society for Human Resources Management, turnover costs are estimated to be 100–300% of the base salary of the replaced employee.
Do you really want to spend that kind of money—potentially again and again? Wouldn’t it be better if you could invest that kind of money back into your team, your resources, or your business?
Finding a candidate with long-term potential has more to do with attitude than aptitude. Of course, you need someone who has the skills to do the job, but if they don’t blend with your employees and your company culture, the relationship is likely destined for trouble.
On the reverse, a good cultural fit can result in increased job satisfaction, higher performance, and a stronger commitment to your company.
The most important part is to go into your hiring process with a good understanding of your culture and its individual ecosystems. Keep in mind that not every department functions the same way. The culture of your marketing department may be somewhat different than your sales department.
Well before your candidates are in the door asking what makes this place special, you need to know how you will answer the question. If you have clarity on your company’s inner-workings, you’ll be able to envision how a candidate fits in and what their interactions will be like—before, not after they’re on board.
According to the stats, by the time your new hires have made it to the six-month mark, they have likely determined if they’ll stay long-term or not. That means what you do now, and how you do it (or don’t do it) beyond the 90-day mark matters—a lot.
You’re likely planning to have your new hires work closely with their peers while they get up to speed. And that’s great! Having at least one buddy to go to during training can decrease the arc of the learning curve a great deal.
But, going forward, your newcomer needs a supporter, influencer, and advocate: that is, a mentor.
It’s common for managers to believe that, by virtue of their role, they’ll serve as their team members’ mentor. They can, but should they?
Yes, you want your employees to receive the kind of advice and direction that is connected to their success and the type of work they’re doing. But the temptation for a manager is to only give this kind of feedback.
Setting up a connection between your new hire and a seasoned individual who is not their manager will benefit them in a number of ways.
A mentor can provide impartial viewpoints and serve as a trustworthy sounding board for the new hire. He or she can also offer inside information that will help the newcomer avoid pitfalls and challenges.
So, make this type of relationship a goal and priority. Encourage all new hires to find a mentor within the company, or set one up for them.
Your retention rates will show it: Retention rates for employees who are mentored are 72% higher than those who aren’t.
RecogNation Is Here to Help
Here at RecogNation, we have a rigorous hiring process. Candidates interview not only with top leadership and HR, they also meet with potential peers and coworkers—not just from the department they’ll be placed in, but from other departments, as well.
If it feels right, we can see the magic happening right away; if it doesn’t we keep searching.
And that’s what we want to do for you!
Talk with us today about enhancing your employee onboarding experience to increase long-term success and save HR time and money. Request a FREE demo here, or call us at 888.919.7600.