Most companies have a phrase to capture cultural fit, such as “no jerks policy”, “no egos”, “no a**hole policy” etc. and as crude as they sound they are very subjective and typically administered on gut feel. For such a subjective judgement call that’s critical to every hire, how do organisations apply this consistently?
It’s very easy to assume that good company culture is all about the perks these days, when we all refer to and are wowed by the impressive perks associated with the large technology companies in particular. And while perks do indeed attract employees to your organisation, perks alone do not get staff to stay.
Launching an employer branding strategy can expend a substantial amount of time, effort and resources. To ensure you get value for your efforts you need to ensure you have a measurable return on investment (ROI). The ROI is dependent on what you are looking to deliver with your employer branding strategy.
Candidates are easier to find these days but harder to engage. There’s a lot of competition on the jobs market. When you’re recruiting a new hire, your company will be one of many that are looking for top talent.
More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event.
One of the key considerations for a budding entrepreneur must be the people he or she wants to bring on the journey with them. Global trends in employee engagement practices could provide just the solution to suit a start-up environment.
With the majority of our teams now working remotely, the challenges of creating and maintaining company culture are evident. Technology can’t replace what the workplace provides: community, camaraderie and shared purpose. Now, more than ever, maintaining culture matters.