3 top tips for implementing values-based recruitment that delivers
There are a multitude of factors that lead to business success. But a big one is hiring employees that align with the values of your organisation.
The traditional approach of technical skills first, cultural fit second, is being turned upside down. More and more organisations are turning to values-based recruitment to achieve business results – and it’s working.
With talent recruitment the number one concern for CEOs, this article discusses why and how to implement a values-based recruitment strategy that works.
What is values-based recruitment?
To acquire the best talent, values-based recruitment highlights the values, beliefs, and aspirations of the prospective employee, and uses this information to assess whether they are the ‘right’ person for the job and organisation.
Why? Well, the latest research reports that 80% of new employees who have been screened on technical skills fail as an employee due to their inability to connect with company culture. By focussing on their values and cultural fit, an organisation can build a workforce that aligns with their ethos, management style, and ethics, resulting in a range of proven benefits. Here they are.
Why does values-based recruitment work?
By aligning the values of employees with that of the organisation, both can work in symbiosis. It’s a win-win for all parties. Here’s how:
For business:
Saves time and money on recruiting in the future, reducing turnover
Drives a positive values-based culture with enhanced staff moral and satisfaction
Drives business outcomes due to higher productivity
Improves customer care, delivery, and customer service
Reduces workplace bullying, harassment, and discrimination.
For individuals:
Drives greater contentment and productivity, inspiring employees to give their best work
Facilitates greater teamwork and fosters stronger relationships, both inter and cross-departmentally
Increases employee engagement and extends role tenure
Helps to create a psychologically safe workplace that embraces diversity and inclusion.
3 top tips to ensure your recruitment strategy is values-ready
1. Undertake values-mapping
To assess whether a candidate is the right fit for your organisation, you need to be clear about the values, behaviours, beliefs, and standards you expect your employees to epitomise.
If you don’t have a robust set of values defined in your organisation, now’s the time to develop them. For organisations that do, it’s important to be clear about how these values translate into everyday behaviours and actions.
Get started by making a list of your values, and then associated behaviours to live that value. These will form the foundation of your values-based recruitment strategy.
For a step by step approach, this Harvard Business Review article provides a blueprint for value creation and integration within your business.
When thinking about your values, also consider your higher purpose as an organisation, and the impact that you would like to make, not only to your employees, customers, and shareholders, but to society and the world. There is a strong business case for this approach with recent evidence illustrating that organisations who clearly articulate their purpose enjoy higher growth rates and profitability.
2. Review your job description
When drafting your job description make sure you include your organisational values and identify the behaviours that you expect candidates to display for each value.
This detail provides candidates a good understanding of your organisational culture and role expectations. Furthermore, this template can be used across all company job adverts providing consistency and ensuring values-alignment regardless of department or position seniority.
Also ensure that your values and behaviours are included on your organisation’s ‘Careers’ website page if you have one.
3. Draft values-based interview questions
The world’s most successful organisations include values-based interviews as part of their recruitment process. To do this, simply use your values and associated behaviours to dictate your interview questioning – which should include both behavioural and scenario-based questioning. Some examples of questions that you could consider are below:
Our organisation’s values are X. Can you tell us a time when you have lived one of these values at work or in life?
How would you model one of these values within your team?
What are your top values and why?
Can you give me an example of something that you’ve done in life that you’re proud of, and has brought out the best in you?
Who’s a leader that you look up to, and why?
Who’s the smartest person that you know, and why?
What type of culture is the best fit for you and why?
Can you provide an example of when you had an ethical issue? What did you do?
To glean more information about the applicant, values-based questions can also be asked to their referees. Examples of questions to ask include the following:
Do you think the candidate has strong personal values? Why?
Can you provide an example of when the applicant has demonstrated organisational values?
Can you provide an example of when the applicant has provided feedback to those more senior? How was this managed?
Can you provide an example of when the applicant has worked with a difficult personality? What was their approach?
Need more values-based questions? We’ve got your interview questions covered.