Does recruiting talents have an impact on understanding corporate culture?

Will the company's corporate culture have an impact on recruitment? Many people gave a negative answer to this question. But in essence, some studies show that it is more beneficial for enterprises to recruit job seekers who are in line with their own corporate culture and can retain talents better.

Xiao Liao worked in a company for three years. Excellent work. She is rated as an excellent employee every year and is the right-hand man of the department manager. After he worked for three years, the department manager wanted to promote her to the head of the department, but she refused. The reason is that during her three years in the company, although he tried to adapt to the company's corporate culture, he finally found it. She dislikes the corporate culture of this company more and more. Finally, regardless of the boss's retention, he resolutely resigned.

Any enterprise will form its own unique culture after a period of development. The difference is that some enterprises attach great importance to the summary and refinement of culture and make it systematic, while some business leaders always think that culture is empty. It is undeniable that every enterprise actually has its own culture, which is reflected in the specific behaviors of all employees in the company, such as the way and attitude of employees towards customers and colleagues.

Everyone has his own characteristics. Some people are enthusiastic, enterprising and positive, while others are calm, low-key, pragmatic and kind. There is no difference between these characteristics and value orientation of people. The key is that enterprises should consider whether this person's personality characteristics are in line with the company culture and whether they match the job requirements when recruiting employees.

Now more and more companies begin to pay attention to this point and take some concrete measures to apply "finding people suitable for company culture" to recruitment practice. For example, the human resources department of an enterprise where I work specially arranged a person to give the interviewer (management position) a personality test this year. It is said that in the past six months, the management positions introduced by the company from outside are more stable and more efficient than before (because there is no specific calculation).

An obvious phenomenon is that when high-performance enterprises screen talents, they often consider long-term interests first, not short-term efficiency. These companies are not only filling the current manpower vacancy, they further realize that "choosing the right person is more important than cultivating people". In the long run, only the fit with corporate culture can ensure the excellent performance of employees.

Four Seasons hotels in Canada are exemplary in this respect. One of my colleagues talked about his dining experience in Four Seasons Hotel. When dining in a hotel, he noticed a detail: when he spoke to the waiter, the waiter would politely step forward, lean over and listen carefully, and when the waiter spoke by himself, she would take a step back. So repeatedly, colleagues were puzzled at the time, why did the waiter always "advance and retreat"? Later, it dawned on me that the waiter walked forward when listening to the customer's speech because she was afraid that the customer would speak loudly and laboriously, while she stepped back because she was afraid of spitting on the customer's plate.

This hotel has been reiterating its employment requirements: looking for employees who can regard customers as king. Isador Sharp, its CEO, pointed out in his book Four Seasons Hotel-Dream in the Clouds: "I can train anyone to be a waiter, but I can't change the attitude rooted in people's hearts. We want to hire employees who are proud of being gatekeepers. "

Similarly, the British Li Jie Group also takes cultural fit as a priority factor when hiring employees. Before the formal start of the application process, candidates need to complete the online simulation test to determine whether their personality and value orientation are consistent with the corporate culture. In the test, candidates need to answer some virtual scenes. After considering the fit index, the suitable candidate will enter the next round of interview.

Although the formation of corporate culture will not happen overnight, it is completed step by step in enterprise management, and it may take repeated "tossing" to extract excellent values that are in line with the company's development and further transform them into specific behaviors of employees. Only by choosing people that are in line with the company's culture can we focus on and inherit this culture more effectively and innovate and sublimate.