A Guide To Hiring For Values And Retaining 87% Of Your Staff

You have been workingyour way through the recruitment process and have managed to narrow your listdown to two excellent candidates. While they both look the same on paper, theyhave the right experience, great qualifications, and respectful references.

But the chances ofthem both becoming an invaluable part of your team is highly unlikely. So howdo you know which one is going to excel which one is going to be ok and thenquit after a certain period of time?

This guide is going tolook at how the company Zety, increased it’s retention from 67% to 87% so thatyou can achieve the same once you start value-based hiring.

Making sure your hire is a culture fit andtrain for skill

We are so used toscanning CVs for the best skills, whereas really, we should look for people whosecore values match those of the company. In short, it is better to hire someonewho is motivated about the job and intelligence.

Value-based hiring over hiring based on skill and experience is something that companies like Starbucks, Zappos, and Patagonia have done. The reason being that you can train a person how to go a job, but you can’t train core values as easily. On top of that, there are undoubtedly more risks when you hire the wrong cultural fit.

When talent is short,it is even more necessary to look for the right fit over skill.

How did Zety do it?

Zety needed anoutreach specialist, an almost impossible task in Poland as people wereunfamiliar with hat outreach was. The company created PR and Sales positionswhere outreach related activities would be part of the job. From those whoapplied, they focused on experience as well as the candidate’s work values. Thisallowed the company to find exceptional talent and locally.

Include company values in job postings

It is better to be upfrontabout what you are looking for in a candidate from the beginning, including inthe job posting, as this will encourage only the right people to apply for thejob. Here are some ideas:

  • Incorporateyour mission statement into the intro or the footer of the ad
  • Includethe company culture and the core values
  • You willneed to list some qualifications for the job, don’t forget those skills youconsider most valuable

Use the right interviewskills to appreciate what you are evaluating

The interview is another opportunity to reiterate your company’s values and to ask open-ended questions about your values. This gives you a better understanding as to whether the candidate’s priorities coincide with yours, what is important to them in a workplace, and behavioral traits at work.

When we consider sometypical company values, we can brainstorm useful questions.

Transparency

What do you considerthe biggest failure in your career up so far?

Most people have madea mistake at some point in their careers. If a person is unable to talk abouttheir mistakes, see this as a potential warning sign as they are not willing tobe transparent. Making mistakes is a way of learning, a candidate who can talkabout these experiences shows their willingness to learn.

Teamwork

Can you tell me abouta team that you have been part of?

This is a goodopen-ended question that doesn’t have a correct answer, so candidates are freeto talk more. The key to this question in remembering that not everybody hasthe same idea of teamwork. Some teams work under conflict-based managementstyles where healthy competition is encouraged; others prefer a team projectatmosphere.

Your style of teamworkmight be completely different from that of the candidate. If this is the case,the candidate might not be the right fit for you.

Ownership

When was the last timeyou went the extra mile?

The candidate’sresponse will likely tell you if they have what it takes to become a leader andjust how much they will do to get the job done. To ensure the answer is as trueas possible, listen out for fine details. If the response seems a bit fluffedup in places, there might some exaggeration.

Commitment

What parts of this jobdo you think you will enjoy/dislike?

This type of questiongives you a chance to see their enthusiasm for the job and what they areexcited about. If there are some parts of the job they dislike, particularlykey areas of the job, it might suggest that they are willing to do these jobsjust to earn the salary.

Make sure your Reference Check is in-depth

Once you havecompleted the selection process, you need to round things off by checking thereferences provided. It is recommended to speak to between 2 and 5 people fromyour candidate’s past and these are the questions you should have on your list:

  • How didothers view this person?
  • If youwere in my shoes, what would you want to know about the candidate?
  • If thisperson were to work with you again, how would you feel?
  • Who do yourecommend I speak to regarding this person?

In Conclusion

Initially, it might behard to step away from the traditional hiring process but you will soondiscover that hiring a person based on their values will lead to a bettercultural fit, a happy team, and much higher retention rates.