We’ve all had this experience. A job candidate walks into an interview with you with an amazing resume. Their skills, their experience, and their expertise are exactly what you are looking for. Except there is one problem. You don’t like the way they describe how they’ve achieved past results.
I don’t know about you, but sometimes when I know I have to master something new I just wish someone would tell me the three most important things I needed to know, and skip the doctoral dissertation. Culture management is something that to a certain degree we all do already, but few people are used to using data and analytics to assist in culture management.
A little over a year ago we wrote an article about how there are no bad company cultures. We argued that cultures are good or bad depending on the specific person, but that culture were not objectively bad or good. A year later, with much more experience and much more data on company cultures across industries and business verticals, we can safely argue that this is still the case.
When you are starting a company, many wise people will tell you to focus on doing one thing well for a small number of people. They are right. LinkedIn’s current problem is that they’ve been pulled away from that mindset. Instead, LinkedIn is solving its problems in a mediocre way. The problem they should be solving is job markets, helping companies and job seekers find each other. It’s not doing it well because LinkedIn doesn’t understand the unique values of the employers and job seekers using their platform.
Culture is About People Company culture is a vague term that everyone seems to intuitively understand, but few define concretely. At the most basic level culture cannot exist without people. So the foundation of any culture is how a company chooses and retains its people. Hiring the right people is about much more than just […]
research has shown that what truly drives happiness is shared experiences and a feeling of connectedness with your co-workers. In turn, happy employees perform better as individuals and as a team. Here are our top 3 ways to tap into this free strategy.
If you’ve worked at a large company, you’ve probably had the experience of being told what your company culture is, and my guess is that it rubbed you the wrong way. Often times it begins as a brand realignment where leadership teams get together and brainstorm the mission and vision of the company. This gets translated into values, which are thrown into a presentation and presented to employees. There’s just one problem with this approach. Those values don’t actually represent the culture of the company.
For every article we read about how important company culture is we also read an article concerned that by strengthening culture, companies are also creating homogenous employee populations devoid of diversity. These concerns are very real and justified. As a technology company based in San Francisco, we think about diversity every day whether we choose to or not.
The foundation of people analytics has been around for a long time. In fact, companies have been trying to optimize human capital since the early 20th century. Think Ford Motors and the development of the assembly line or the advent of the 40 hour work week.
Employee engagement should start during the hiring process. That process is the first line of defense against selecting employees that just won’t be a good fit for the company, and won’t be engaged. If you hire employees who fit in properly with your company’s culture, they will feel more engaged in their work, and you’ll have a much better chance of keeping those employees on a long-term basis. In short, hiring the right employees, not just from a skill standpoint but also based on company culture, means your bottom line will directly benefit.