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 Posté le: Mer Oct 09, 2013 10:43 am Sujet du message: mcm bags CEO and founder |
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{Ask the experts: How do I handle culture clashes between new and existing employees?}
Elena Romero,[url=http://www.mcm-handbags.net]mcm bags[/url], Alan Kearns and Susan BainsTue May 21, 2013 12:01am PSTElena Romero: Manager of staffing division, the Personnel DepartmentHandling a cultural clash between new and existing employees needs to start with a preventive three-step strategy.1. Know your organizational culture: Perform an honest self-assessment and get a feel for the shared values, beliefs and assumptions that your team has about the place they work; this is your organizational culture. You can make this process as complicated or as simple as you like – as long as you’re able to define the characteristics that make your company unique. Keep in mind that it is built over time; your organizational culture is not static. The point is to start thinking about the rules of engagement that aren’t written on the wall.2. Hire for fit: Too often leaders and hiring managers consider only credentials and past experience when evaluating a potential new hire. Equally important, is ensuring that a new hire is going to be successful working on your terms. This is true of high-level management positions all the way to entry-level roles as well.Pre-empt the cultural clash that will likely arise if you hire someone who only works well independently and is used to being rewarded (and compensated) for individual work, if your firm excels in a team-based framework.3. Boost your onboarding: When making a new addition to your team,[url=http://www.mcm-handbags.net]mcm handbags[/url], take time to introduce and teach your company’s way of doing things. Having an informal “buddy” to show them the ropes can facilitate integration and prevent minor misunderstandings that can later turn into a full on cultural clash. Organizing a welcoming committee or taking the new hire out to lunch is a small but important step.As a leader, you influence the creation of an organizational culture that is open to new people and new ideas, keeping your team flexible and primed to succeed.Alan Kearns: Career coach and founder, CareerJoyPeople work with and for people, not companies. Culture clashes with new and existing employees is not an unusual challenge, especially when you are building a company.According to Wikipedia, the word “culture” means “an integrated system of learned behaviour patterns which are characteristic of the members of a society and which are not a result of biological inheritance.” Companies are a lot like families, in that they tend to attract and protect certain similar characteristics.The primary way of reducing the risk of “culture” fit is to have more people involved in the hiring process. Ideally you should hold three to five interviews with anyone that you are hiring on your team. You may think that sounds like a lot of time.However, the time and cost of a poor hire is much more involved. Hiring is a lot like dating. The more dates you have before you make a more serious commitment, the more likely the success rate of the relationship.The quickest way to integrate new people into your culture is to have a proper way of “onboarding” new employees.Taking time upfront from the time any new employees start to get them up to speed on key processes and the way the company works helps in two ways: it shortens the learning curve and it enables any new person on a team to build relationships across different parts of the organization.New hires are nervous. But by increasing the communication levels, introducing the new hire to the rest of the organization and taking the time to build community, you will reduce the risk for everyone involved. Remember, hire slowly and take action quickly if there truly is not a good fit.Susan Bains: CEO and founder, Holistic HRCulture within a business is a combination of a defined set of shared values and a clear vision. Culture clash between new and existing employees typically occurs when the leadership team has not clearly defined a clear vision and values to run the business.Values provide an internal reference for what is good, beneficial, important, useful and constructive. Values generate behaviour and are the reason people do what they do and in what order they choose to do them. Vision, on the other hand, asks the question, why do we exist? The vision will inspire and motivate.Culture already exists within businesses, and it’s a matter of redefining and making it clear to employees. While the development of culture starts at the leadership level, it must be communicated frequently to employees and include their input in order to be truly effective.Leaders are the role models for the business and should be saying “We all believe in this” rather than “I believe in this.” As a result, leaders must not only be clear about their own values but also make sure there’s an agreement on the set of shared values among the employees they lead.It is imperative that the values and vision are reinforced as much as possible so that they are fully explained and socialized. This will result in employees holding each other accountable for how they act and make decisions on a daily basis.Values and vision of a business should be the starting point for each new employee that walks through the door and a constant reminder to those existing employees for what is expected. This will ultimately help to avoid culture clashes between new and existing employees.Tags: values, human resources, employee, management
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