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#Leadership : 3 Ways to Know If an Employee Is a Culture Fit…Many Factors Go into Making the Right Hire. Here’s How to Make Sure your Candidate is Right for your Company’s Culture.

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A good resume can blow you away. Impressive universities and company histories may be exactly what you are looking for. A job applicant might say all the right thingsin the interview, at which they’re wearing a perfectly pressed suit and spit-shined shoes. This is the new hire, right?

Free- Men in Socks

Except, at your company, t-shirts and jeans aren’t just for casual Fridays. Where you went to school isn’t as important as the passions you pursue on a daily basis. Every project is a cross-discipline team effort, and everybody shares credit. That’s your company culture, and it’s made your business successful. So no, that candidate, as impressive as they are, is not your new hire.

The “best fit” candidate is in the eyes of the beholder, which means you can define your ideal applicant however you want to make sure you make the best decision for your job requirement and your culture.

When it comes to fitting in with your organization, the best candidates share these three attributes:

1. They understand your culture and core values going in

A candidate should never be in the dark about your company’s core values, work style, its approach to teamwork or its methods of problem solving. That’s on you as an organization to have figured out and streamlined.

In fact, you probably shouldn’t be hiring unless you could paint a picture of your ideal candidate and exactly how they would fill a particular need. Make sure you know why you’re hiring in the first place, and not just to fill a vacant desk as soon as possible.

When you put out the call for applicants, be as specific as possible about what a prospective employee can expect should they be hired. If you’re a dog-friendly office with flexible telecommuting opportunities, say that. If working weekends is common, say that too. Never hide the truth from anyone – if you like your culture how it is, don’t run the risk of bringing in someone who will stir the pot because their expectations differed from reality.

If you’re struggling to envision your ideal candidate, take bits and pieces from current or past staffers and build a collage of sorts. What are the qualities you admire in real people you already interact with every day? Think back to when those people were hired – what did they do to signal to you that they were a good fit? Write out a list of what you’re looking for and find the candidate who most closely matches it.

 

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2. They have a passion for your industry, not simply employment in general

You don’t want to hire a candidate who’s only looking for a stepping stone to add to his or her resume. No matter how specific you write the job requirements in your posting, applicants who are wrong for the job (and know they’re wrong for it) will still apply regardless.

Be leery of candidates who move around laterally, taking similarly-titled jobs in a variety of industries. They may be great at certain skills like managing small teams, but if you value cultural fits and passion, you want employees who have stuck around and moved vertically within your industry.

Enthusiasm can be faked in an interview, but real passion can’t (unless you’re interviewing an Oscar-worthy actor, in which case they’re in the wrong field anyway). When you sit candidates down, ask them to tell you real stories from their work history – challenging situations, moments they felt the happiest – and see how their body language changes as they recount those times. You’ll learn a lot about their thought processes and how their passions go beyond the job at hand and apply to the industry as a whole.

3. They work well with others

If your company requires applicants to submit references along with a resume, are you actually going forward and contacting those references? How well an employee fits in with others at your company is a huge indicator of job success – in fact, it’sabout 50 percent responsible for an employee’s success within the first 18 months.

The laws of attraction apply to hiring as much as they do to relationships. Chemistry is hard to measure and harder to describe, but the concept of love at first sight applies to the application process. Depending on how good the initial spark with a candidate is, you might make up your mind to extend a job offer on the walk between the lobby and the interview room. That’s not always the wisest idea, but it speaks to the power of interpersonal connectedness when building a company culture.

One way to ensure that you aren’t blinded by a great first impression is to involve more members of the team in the interview process. Don’t just pick employees whom the candidate will report to; bring in those who will report to the candidate as well. Observe the interaction as your current employees essentially interview their potential future boss, then debrief with them afterwards to find out if they feel comfortable working under this person.

The best person for the job might not be the one with the shiniest resume, or the longest track record of success. The ideal candidate is the one you feel that intangible connection with, someone who combines acumen for the position with passion and cultural alignment in equal measure.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
PUBLISHED ON: AUG 12, 2016
BY JEFF PRUITT

Chairman and CEO, Tallwave

Your #Career : Do #Employers Care About College Grades? … The Short Answer: Yes. Companies see GPAs as a Threshold to Manage their #Recruitment.

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Employers Want to see a GPA of 3.0 or Higher, & Many Put the Floor at 3.5.  Checked in with Dan Black, the Director of Recruiting for the Americas at professional services giant Ernst & Young, which Hires thousands of new U.S. grads every year. He says, Absolutely, he expects to see a GPA on a résumé. “Grades Certainly Do Matter when We’re Recruiting Students,” he says. “It’s really one of the only indications we have of a student’s technical ability or competence to do the job.”

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At the end of my son’s freshman year at UCLA, his grades are not what I would have hoped. I won’t print his average here but suffice to say it’s not a 4.0. He did get an A in a history course but his performance in two required science classes was sub-par. This summer he’s making good money teaching tennis at a local camp where he’s worked before, a job where academic performance doesn’t matter. But what about next summer or the summer after that, when he may try to land a paying internship at a consulting firm or ad agency? More important, what effect will his GPA have on his job prospects post-graduation?

I talked to career services directors at four schools—New York University, Brandeis, Rochester Institute of Technology and Purdue—and they all agree: Employers do care about grades. Students shouldn’t think that just because they’ve mounted the admissions hurdle, they can slack off in class. To be sure, many small employers won’t expect to see a GPA on a résumé, but most large companies will. According to a 2013 survey of more than 200 employers by the National Association of Colleges and Employers, 67% of companies said they screened candidates by their GPA. NACE, A Bethlehem, PA non¬profit, links college placement offices with employers. Its members tend to be big companies with an average of 7,500 people on the payroll, including Kellogg, Procter & Gamble and Bank of America.

 

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I also checked in with Dan Black, the director of recruiting for the Americas at professional services giant Ernst & Young, which hires thousands of new U.S. grads every year. He says, absolutely, he expects to see a GPA on a résumé. “Grades certainly do matter when we’re recruiting students,” he says. “It’s really one of the only indications we have of a student’s technical ability or competence to do the job.”

The career services directors I spoke to all say that Employers Want to see a GPA of 3.0 or Higher, & Many Put the Floor at 3.5. But Black says there is no hard cut¬off. Even a student with a 2.1 could get a job at Ernst & Young if he had a good reason for his lagging marks, like being called up for military service in the middle of a semester. Or a student with a 3.2 could beat out an applicant with a 3.9 if the student with the lower grades were working 30 hours a week to put himself through school and at the same time serving as class treasurer. “I’m always looking for people who can juggle multiple responsibilities,” says Black. One thing Black says that startles me: he has gotten to know the schools where he recruits, like U. Penn., so well that he can evaluate what it means for a student to get a B in a class with an especially tough professor.

According to Trudy Steinfeld, head of career services at NYU, the companies that care the most about grades are investment banks, professional service firms like Ernst & Young and pharmaceutical companies. Even if a student is not applying in one of those areas, if he has a GPA over 3.0, she recommends he include the average on his résumé. Do include honors like cum laude and membership in Phi Beta Kappa, she adds.

Manny Contomanolis, head of career services at Rochester Institute of Technology, agrees. He also says it’s important to be honest because at least a third of the time, employers request a copy of a student’s transcript. Black of Ernst & Young agrees. “Nobody gets hired at EY from campus without an official transcript.”

At Purdue, career offices head Tim Luzader says many large manufacturing corporations like General Motors, Ford, John Deere and Caterpillar, recruit on campus and they all want to see grades.” They see GPA as a threshold to manage their recruitment,” he says.

What should you do if your grades are lousy? There are a few possibilities. At Purdue, students have the advantage of some 30 career fairs a year, where they can stand face to face with company recruiters and sell themselves. “They can tell their story, whether they were working while going to school or whether they had a disastrous freshman year but have done better lately,” says Luzader. Steinfeld agrees with Ernst & Young’s Dan Black that students can compensate for bad grades with a compelling story that they can put on their résumés, like describing an internship where they did an analysis of workflow issues and improved productivity by 20%. Another fix, suggested by RIT’s Contomanolis: If the GPA in your major is better than your overall grades, only list that, or list both numbers.

What about small employers or startups? Do they care about GPA? Not as much. But if your grades are good, go ahead and list your average on your transcript. Dean Iacovetti, director of recruiting at Apprenda, a software company outside Albany, NY, says he doesn’t expect to see GPAs on résumés, but if he does, and it’s a strong one, he takes notice. “If there’s an individual graduating with a 3.5 from Cornell,” he says, “that’s someone I’d like to see.”

 

Forbes.com | July 8, 2015 | Susan Adams