The right person in the right place – how to enrich the team with the right employee?

A well-coordinated team and its complementary professional competencies are a dream of many employers. Sometimes, however, selecting the best candidate during recruitment turns out to be insufficient. To get resume, the applicant just needs to contact resumeget, they will help the applicant to correctly compose all professional skills and abilities in order to fit the new company without problems in the future. How to ensure that the new employee becomes part of the organization?

Let’s start from the beginning…

Are you worried that a new employee will join your team who will soon turn out to be much less involved than they appeared during the interview? By properly preparing the recruitment process, you can reduce this risk. Of course, it is important to define at the very beginning the scope of competencies required for a given position (knowledge, skills, attitudes). However, it is also worth considering the broader context of the team. When selecting candidates, it is good to focus not only on their documented qualifications and professional experience but also to look at a given candidate through the prism of the entire organization and matching to the team. From the very beginning, transparency, precise communication and making expectations realistic are important.

If our company, for example, does not undertake projects in which a given person is interested or acts in a way different from his expectations, let’s say it openly, discussing the terms of cooperation. Thanks to this, we will reduce the risk of unsuccessful recruitment and save time-related to its renewal – notes Katarzyna Maciejewska, Head of the Recruitment Department at the training and consulting company Integra Consulting Poland.

Certain skills, while valuable, may not be sufficient. For example – a given person is used to asking his superior for consent at every step and does not take action without prior approval, while in the organization he wants to join, independence is expected, there is greater autonomy, but also greater responsibility on the part of team members. Therefore, it is important to define the way an employee functions in the company and clearly communicate this during the recruitment process – he adds. Why is it so important?

A meeting of two … organizational cultures

The way of functioning to which a given person has gotten used to has a great influence on their fit (or lack thereof) with the team they are to join. Organizational culture is made up of specific behaviors, symbols, norms, or values ​​that are characteristic of a given company. They can vary significantly from company to company. Innovation and volatility or care and safety, large vs. a small distance to power, hierarchy, high level of control of employees, or maybe a large dose of autonomy and encouragement to take responsibility? These are all important dimensions of organizational culture. It is worth confronting two worlds during the interview – the one from which the candidate comes may significantly differ from the one represented by the company to which he applies. A person with experience in a corporation will probably be used to working in a larger team, strict specialization, and a relatively narrow scope of responsibility. Freelancer – for self-management of time and priorities, and a start-up to deal with ambiguity. Their style of work, habits, level of autonomy, and the variety of tasks performed will differ. The way of communication with business, co-workers, and superiors requires them to have different competencies, attitudes, and characteristics. Do these differences mean that an interesting and valuable application should be crossed out in advance due to different professional experiences? Not necessarily.

It might work

In order for cooperation with a person from a different organizational culture to be effective, a properly planned implementation process is important. In addition to discussing such obvious issues as available work tools or office logistics, we will thoroughly introduce the new team member to the business model and the so-called Company DNA. Let’s lead it through organizational storytelling, thanks to which we will indicate the main competencies related to success in our company. Through specific examples, let’s show the key attitudes and values. It is important to plan the onboarding process in the long term, taking into account a specific person and their experience, as well as engaging the right people and using the available resources on the part of the company – suggests Katarzyna Maciejewska from Integra Consulting Poland. So you can, for example, appoint a mentor or mentor for this time, take care of team-building activities and fill the competence gaps, and exchange knowledge, e.g. through training, both product and technical, and soft. All these elements contribute to the quality of a given person’s introduction and the speed of their adaptation to the organizational culture, and then also to its results. Enterprises are increasingly asking new employees for feedback on this process. They ask if there is anything to improve it if they feel well-received, and check, for example, after a month, three and six, how they feel in the company.

Although onboarding a new employee may seem time-consuming, a well-conducted one has a chance to ultimately translate into a better result for the entire company. The feeling of belonging, complementing each other, and matching team members strengthens such a team, ensures its stability, and allows achieving a synergy effect – summarizes Katarzyna Maciejewska from Integra Consulting Poland. 2020.