Here’s a scary fact: Up to 25 percent of new hires leave their jobs within six months. Why? Many say it’s because they didn’t fit in with the company culture — and that’s one very good reason to hire for culture fit. After all, turnover is pretty darn expensive for your business.
But how do you hire for your company’s unique culture? Here are four tips to help you from our new eBook, Hiring for Culture Fit.  Read below for a preview,  and make sure to download for more info!
1. Get Clear on What Your Culture Is
It will be nearly impossible to identify candidates who will be a culture fit if you don’t have a clear definition of that culture. So, review your mission statement and drill down to what really matters to your company — beyond earning a profit, of course. Do you want to make a big difference, value a more relaxed work environment, or be innovative in your industry?
You can also assemble a committee of current to help you figure out what your culture is — or use Glassdoor reviews from past employees to see what they thought. However you do it, just make sure you get a list of values that sums up what is important to your company.
[Related: Culture Codes of Best Places to Work]
2. Make Your Values Known
Don’t let your company culture be a mystery. From your job ad to the interview, make sure you share those values with anyone who might be interested. (You can even add this info to your Glassdoor profile, as well as upload photos that visually show this culture in action.)
If you share your company culture at every opportunity, then you will be much more likely to get the attention of job candidates who are attracted — and would fit well within — it.
3. Ask the Right Questions
In an interview, be sure to ask questions that relate to your company culture and require answers that will illuminate whether the candidate can uphold that culture. For example, if your company values creativity, you might ask the candidate to describe a time they had to come up with a unique or innovative solution to a problem. If your company values giving back, it might be wise to ask how involved the candidate is with his or her own community.
Another opportunity to ask questions is following a company tour — during which you will have shown off your company culture at work. After the tour, you can ask the candidate if he or she could picture working at the company, and dive deeper into why or why not.
4. Dive Deeper With Personality Tests
You can also consider using a personality test to reveal if a candidate will be a culture fit.
Here’s how to do it: Test your own highest-performing and most loyal candidates, and see if you can spot any patterns in their answers and results. For example, do they all score high on measures of empathy? If so, that could be a sign to favour particularly empathetic candidates. Different departments might answer questions differently, so be sure to keep that in mind.
Then, administer the tests to candidates, looking for those whose answers closely resemble those of your own successful workers, in the right departments and similar jobs, of course.
Learn More:
Hiring for Culture Fit
The post 4 Tips for Hiring for Culture Fit appeared first on UK | Glassdoor for Employers.
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Author: glassdoor uk
Date/time: 21st May 2019, 15:03

As recruiting remains a challenge, many organizations are looking to talent development as a way to maintain their staffing needs. This means creating training programs that will provide employees with the skills they need for the jobs they have today and the ones they are being developed for in the future.
A fairly common instructional design tool is the ADDIE model. It was created back in the 1970s by Florida State University as part of a military training project. The acronym stands for assessment, design, development, implementation and evaluation.
In recent years, the ADDIE model has received some criticism that it’s not flexible enough for today’s modern learning environment. However, I contend that the individual steps in ADDIE are still very necessary. Is it possible that the model is fine, but we need to view each step in a modern context? I recently explored this idea in a series of posts over on the Saba Software blog and I wanted to share them with you over here as well.
The ADDIE Model: Don’t Conduct Assessments Without This. Assessments, as part of the instructional design process, serve several purposes. They help organizations understand what’s really happening and their options for creating a solution. But to get a solution that’s totally focused on the learner and the learner’s performance? Make sure to include feedback from the learner during this step in the process!
Good Learning Design Involves Alignment and Specificity. The design phase can be used during the creation of any type of learning, whether it’s a five-minute demonstration about how to open a bottle of wine during a restaurant pre-shift briefing or a three-day leadership boot camp. The goal is the same – create a specific learning objective that directly links to employee performance.
Using the ADDIE Model to Develop Learning That Sticks. The development of learning isn’t simply about telling a person or a group some information. It’s about conveying that information in a format that allows the person to intake the information and use it right away. The shorter the time between the learner receiving the information and then using it, the better the chances of learning (true learning) taking place. And employee performance improves.
Program Implementation Should Benefit the Audience and the Organization. When preparing to launch a new learning program, organizations must think about many things such as who will be the facilitator, what are the room logistics, etc. Those details are important, but don’t forget the audience. They’re the ones seeing the program. Organizations must put themselves in the shoes of the audience to create a first-class implementation.
Learner Feedback Is the Most Important Training Metric. When it’s time to evaluate learning, organizations need to make sure that the program objectives were accomplished. But, organizations should place equal value on employee feedback and comments. Their impressions of the program will be shared in the cafeteria, over Slack, and via text messages.
Let me add one more thing. Regardless of where the training occurs in the employee life cycle – orientation, refresher, or as a part of succession planning – organizations create training to move the needle on employee performance. If employees leave training loving the learning, their co-workers will want to know when they get to attend. If employees hate it, their co-workers will find excuses not to participate. That ultimately impacts the business metric the program is trying to change.
The model used to create learning programs should be learner-centric.
Image captured by Sharlyn Lauby during the Association for Talent Development International Conference and EXPO in San Diego, CA
The post Bookmark This! Aligning Employee Needs With the Learning Process appeared first on hr bartender.
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Author: hrbartender
Date/time: 17th May 2019, 18:08


Every employee becomes snail-ish at some point in their career journey. For example, even your top performer could be being lazy when they are assigned to do some repetitive and dull tasks. The fact is, it will not be a serious issue if it only happens for once in a while. The problem arises when […]
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Date: 6th May 2019 at 18:02
Author: hrinasia – HR ASIA


“There is no employee who does not like to be recognized for their hard work. And yet – this is the job of company to give what they deserve after giving their utmost efforts.” – HRinAsia Time-to-time, companies are doing their best in an attempt to recognise and acknowledge their employees. But are those efforts […]
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Date: 15th April 2019 at 12:02
Author: hrinasia – HR ASIA