Tag Archive: Business Growth

  1. Culture Management Strategy: 6 Signs Your Company Needs One

    Your company may need a culture management strategy.

    A culture management strategy will benefit your business even when things are relatively stable. But, you will definitely need a strategy to keep your culture strong through growth, mergers, leadership changes, and other tough transitions. Here are 6 common culture shocks that can derail your business, and tips for managing through them:

    1. A merger, acquisition, or restructure

    Nothing causes culture shock quite like this. For employees going through a merger, acquisition, or organizational restructure, it can feel as if the rug’s been pulled out from under them. So many things change, and changes happen fast. To emerge with a stronger culture, rather than a discordant culture, you need a culture integration strategy. This involves highlighting and understanding all the cultural dynamics at play. A culture measurement tool can help you see the cultural impact of the changes you’ve made, and identify key differences between your different operating groups. Over time, you’ll be able to measure the progress of culture integration and take steps to support a strong company culture, as well as strong subcultures.

    2. Change in leadership or organizational strategy

    Leadership sets the tone for organizational culture. When there are changes at the executive level, culture shifts often follow. To proactively manage these shifts, business leaders needs a way to assess their current culture, and track progress toward their new cultural vision. A culture measurement tool can compare the executive team’s aspirational culture to the current culture (as experienced by employees) to identify areas where the greatest shifts need to occur. Measuring the culture fit of candidates is also essential—you’ll be able to see how new hires will help move you toward your desired culture, rather than keep you in the past.

    3. Hyper growth

    Culture is dynamic, and by constantly adding new employees, organizations can severely dilute their culture. If you had a strong culture before a period of hyper growth, you may find that culture significantly changed, and significantly less effective than it was before. Culture dilution has also proven to negatively effect employee engagement, performance, and retention. So how do you scale your business without deteriorating your culture?  You must have a dedicated effort on reinforcing the values and underlying behaviors that drive success in your company. With a culture measurement tool, you can monitor for culture dilution, see where it’s happening, and identify values that are decreasing in relative importance. It’s also important to measure candidate fit to ensure you’re hiring people who share the values of your desire culture.

    4. Diversity & Inclusion initiatives

    There are many dynamics at play within a culture that can inadvertently undermine your diversity and inclusion efforts. The first step is understanding organizational attitudes toward diversity and inclusion. You can do this by measuring cultural behaviors such as tolerance and collaboration. With a culture measurement tool, you’ll be able to see the relative importance of tolerance as compared to other priorities or values that employees perceive as important in your organization. You can also measure perceptions within diverse populations to see if these groups experience culture differently than others in your organization. Only then can you work to harmonize culture across diverse groups and confirm that your diversity and inclusion initiatives are effective.

    5. Issues with engagement, performance, or turnover

    Culture strength is a direct predictor of employee engagement, which in turn predicts performance and retention. Weakly aligned cultures consistently experience more issues with engagement, performance, and turnover. Whether these issues are pervasive across your company or higher within certain segments of the business, a culture measurement tool can reveal areas of cultural disconnect and help you diagnose the underlying cause. Without visibility, you will struggle to enact positive change. How you hire also impacts on your ability to ‘plug the leak,’ as alignment between personal values and organizational values has proven to enhance engagement, performance, and retention. By measuring candidate fit, you can ensure alignment from the get-go.

    6. Defining or refreshing organizational values

    Because culture is rooted in organizational values, step one of any culture initiative is understanding what those values are. Values set the expectation for how work gets done within your organization, and values drive the behaviors behind all of your business operations. Rather than choosing words simply because they sound important, like INNOVATION or INTEGRITY, use a culture measurement tool to survey employees and see the values that exist in your organization today. Then, use that insight to align your work practices with your existing values, or build a strategy to shift your values. Either way, a bottom-up approach to defining values will foster an environment where employees are more connected to the culture and feel a sense of ownership.

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    To learn more about culture management strategy and best practices, download our infographic: 4 Pillars of an Outstanding Company Culture

  2. Business Strategy and Organizational Culture: Tips on Aligning Them

    How to make organizational culture a business conversation, not an HR conversation

    Episode 6 of the Talent Playbook Podcast features Tony Bridwell, author, speaker, and the Chief People Officer at Ryan, LLC. With more than 2,300 employees, Ryan is the world’s largest tax consulting company, and #71 on this year’s Fortune 100 Best Companies to Work For.

    What’s the secret to becoming a Best Company to Work For? Bridwell says it’s about putting your people first. At Ryan, people are first on the company’s ‘big four results,’ followed by clients, revenue, and IBITA. Here’s why, according to Bridwell:

    You take care of your people. Your people take care of your clients. Your clients provide revenue, and if you run the business well, then you get an IBITA.”

    Bridwell says that these big four results drive every decision he makes. “If I’m not hiring the right people and I lose them in 6 months or a year, that costs the firm money, which hits bottom line. From a revenue standpoint, I lose connectivity with clients, it hurts productivity, and the people experience is bad. A bad hire hits every one of my key results. Same goes for development and total rewards. If I lose people because they’re not being developed, or because the compensation isn’t right, it hits every one of my key results.”

    Bridwell continues by saying that the conversation about talent and people at Ryan is a business conversation, not an HR conversation. When it comes to driving business results, the formula at Ryan is ‘Structure follows strategy—and culture supports it all.’ Here’s how Bridwell puts it:

    “If you don’t realign the structure of the organization to deliver the business strategy, you’ll end up ‘muscling a result.’ This happens so frequently. There are organizational structures that haven’t changed in years, but each year there are new strategies. People understand the strategy part because that’s what they’re taught in school. But rarely will they modify the organizational structure to deliver that strategy, and almost never will they check and adjust the company culture. When I meet with the COO and CEO at Ryan, we’re constantly talking about the cultural barriers  that will prevent us from delivering our business strategy.

    The single largest strategic initiative in our firm this year is our cultural reset. We are completely resetting our company culture to deliver the biggest growth we’ve ever seen in our firm’s history.”

    Read more about Tony Bridwell’s work at tonybridwell.com, or listen to the full interview on the Talent Playbook Podcast.

  3. Innovation in HR: 3 Trends for Talent Acquisition

    “Structure, structure, structure” has been the mantra of Talent Acquisition professionals for several years now. If your Talent Acquisition team has successfully implemented a structured, scalable hiring process—especially one that can process hundreds or thousands of applicants across hundreds or thousands of locations—then take a moment to acknowledge this tremendous feat. You’ve officially joined the ranks of best-in-class companies, and are better positioned to secure top talent for your organization.

    So what’s next for Talent Acquisition? HR leaders know that pushing forward and staying ahead of industry trends is critical to success. That’s why you’ll see companies that are strong in talent acquisition continue to experiment. Why settle for good when you can have great? In HR, just like in business, the most successful among us are the ones that continue to innovate.

    Here are 3 ways you can drive innovation in HR and take Talent Acquisition to the next level:

    1. Embrace AI and predictive analytics. 

    According to Glassdoor, artificial intelligence will impact all facets of the workforce, but the biggest changes will be seen in two key business sectors—Finance and Talent Acquisition. Predictive analytics are already sharpening HR’s decision-making, and coupled with AI capabilities like machine learning, which can probe massive amounts of data for patterns and trends, identify the most predictive models, and learn, adapt, and self-correct over time, HR leaders are poised for success like never before.

    For Talent Acquisition specifically, these solutions will provide the ability to quickly sort resumes, make predictive matches between candidates and jobs, calculate turnover risk, and predict labor market shifts and staff shortages.

    2. Provide transparency for candidates.

    HR is beginning to shake up the silos so that candidates profiles are easily accessible and continue to build by taking in data from key points in the hiring process (so that hiring managers don’t see a “different” candidate than the recruiter, or make decisions based on limited information). This provides great transparency for decision makers internally. The next big obstacle is providing transparency for candidates. Glassdoor puts it best by saying:

    In an era when consumers can easily track every step in a FedEx delivery process — from a mobile device — it strikes most job seekers today as archaic to be unable to track the status of a potentially life-changing job application in real time.”

    The technology is already in place to support this change. Technically speaking,  it’s just a matter of repackaging data from your existing ATS and opening it up to candidates. Candidates expect, and appreciate, communication like this, and if transparency is a core value in your culture, then it’s a necessity to demonstrate it in your candidate experience.

    3. Build powerhouse hiring profiles.

    When you’re filling vacancies, you want to hire people to satisfy the immediate need, but you also want to hire people who will contribute long-term to your company’s business growth and goals. How do you know when you’ve got someone who will thrive in your culture and drive results in your company? Hiring profiles provide that benchmark. Hiring profiles can be tailored to your organization’s culture and core competencies, and then “plugged in” to a pre-hire assessment to measure a candidate’s fit for the job.

    What are the most important things to capture in your hiring profile? That depends on your company, and on the job. Amazon, for example, which is known for hiring pioneers, innovators, and workhorses, looks for traits like Curiosity, Frugality and Customer Obsession when evaluating candidates for leadership roles.

    For a further look into the future of HR, see our 2018 HR Trends to Watch, or check out our webinar on How Predictive Analytics is Changing the Game in 2018.

  4. Primanti Bro’s.: Finding Best-Fit Candidates for Grand Openings in 2017

    The assessment results help me decide if a candidate is the right fit for the position they applied for. The candidate receives a score from 1-5 on the assessment, and depending on the results, I know immediately whether to proceed or release the candidate from the interview process.

    Samantha Willing, Talent Acquisition Specialist
    Biggest challenge: Helping managers staff up for new restaurant openings

    About Primanti Bros.

    This sandwich shop, headquartered in Pittsburgh, PA, began as a food cart in 1933 and now has a cult following. With 37 current locations and several openings planned for 2017, the Primanti Bro’s. growth plan is aggressive and will launch the brand into new areas across the U.S.

    Company Quick Facts

    • 37 locations and growing
    • 55 employees per store, on average
    • Working with Outmatch since 2016
    • Using assessments for hourly and management
    • Integrated assessments with talentReef ATS

    Hiring Challenges

    • Establishing an employment brand in new cities
    • Attracting talent outside their “hometown” fan base
    • Being fully staffed in time for grand openings
    • Tracking and managing turnover

    Assessments to Help Staff New Stores

    As a unique restaurant concept, Primanti Bro’s. seeks people who are passionate about the brand and fit the culture. With rapid expansion as a key initiative, recruiters and hiring managers must quickly fill front of house (FOH), back of house (BOH), and management positions for new locations with no existing staff. That’s why Primanti Bro’s. began using Outmatch assessments in 2016—to speed up the hiring process by targeting best-fit candidates.

    Results—Better Recruiting, Hiring, and Talent Management

    I’ve gotten great feedback from hiring managers. They say that the assessment scores cut way down on the time they spend deciding if a candidate meets our company’s expectations.

    Samantha Willing, Talent Acquisition Specialist
    Biggest challenge: Helping managers staff up for new restaurant openings

    Outmatch helps me find the right people to hire. I print out the interview questions that come with the assessment results, and it really helps keep my questions relevant to that particular candidate.

    Josh Garrity, GM “Head Coach” at Erie, PA location
    Biggest challenge: Getting quality candidates for FOH and BOH positions

    We have a high percentage of internal promotions, which speaks to our ability to grow talent. The assessment results help us understand an individual’s potential and strengths and weaknesses so that we can align succession and development plans accordingly.

    Cheryl Domitrovic, Director of Human Resources
    Biggest Challenge: Winning talent in competitive markets