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On the most basic level, change is a choice. Many leaders don’t see it that way. They declare employees must follow the system, as doing so is their job.
Via Fernanda Grimaldi 
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This is the first in a series of four articles by Hilary Scarlett, speaker, consultant and author on Better Organisational Change through Neuroscience. They draw from her new book, Neuroscience for Organizational Change – an evidence-based, practical guide to managing change. The articles explore how the brain responds to organisational change and, equipped with a better understanding of our brains, set out what we can do to keep ourselves and others performing at their best.
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Looking at someone’s education and background can be helpful when screening job candidates, but the best indicator of who’s the right fit can’t always be found on a résumé. Companies ranging from big names like Pinterest to small startups are conducting culture interviews to build cohesive teams that match the feel of the office—not just the job description. "Relying on someone’s background can be very misleading; it doesn’t tell the whole story," says Tara Kelly, CEO of the customer experience software provider SPLICE Software. "Our workplace is like a family, and we are always looking for someone who is the right fit." Culture interviews are part of the SPLICE hiring process, and the process starts with the job ad, which includes quotes from current employees about what it’s like to work at the company. Kelly says she hopes this added insight attracts the right applicants. Via The Learning Factor
Ricard Lloria's insight:
More companies are conducting culture interviews to build cohesive teams that match the feel of the officenot just the job description.
Sachin Bhatnagar's curator insight,
August 7, 2015 11:41 PM
More companies are conducting culture interviews to build cohesive teams that match the feel of the officenot just the job description. 
Gabrielle Green's comment,
August 8, 2015 1:46 PM
Thanks for this! Honesty is the best policy. Just be yourself when you present yourself to the company you're applying for.
Hanne Alsen's curator insight,
August 12, 2015 2:22 PM
Recruit for |
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From
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A thriving business culture allows workers to be fully human. Learn how to get the most from your people.
Via Fernanda Grimaldi
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If the answer to these last two questions is “rarely,” it wouldn’t surprise us. We don’t believe that swift, wholesale culture change is possible — or even desirable. After all, a company’s culture is its basic personality, the essence of how its people interact and work. However, it is an elusively complex entity that survives and evolves mostly through gradual shifts in leadership, strategy, and other circumstances. We find the most useful definition is also the simplest: Culture is the self-sustaining pattern of behavior that determines how things are done. Made of instinctive, repetitive habits and emotional responses, culture can’t be copied or easily pinned down. Corporate cultures are constantly self-renewing and slowly evolving: What people feel, think, and believe is reflected and shaped by the way they go about their business. Formal efforts to change a culture (to replace it with something entirely new and different) seldom manage to get to the heart of what motivates people, what makes them tick. Strongly worded memos from on high are deleted within hours. You can plaster the walls with large banners proclaiming new values, but people will go about their days, right beneath those signs, continuing with the habits that are familiar and comfortable. But this inherent complexity shouldn’t deter leaders from trying to use culture as a lever. If you cannot simply replace the entire machine, work on realigning some of the more useful cogs. The name of the game is making use of what you cannot change by using some of the emotional forces within your current culture differently. Via The Learning Factor
The Learning Factor's curator insight,
April 25, 2016 6:45 PM
Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions. 
Susanna Lavialle's curator insight,
June 4, 2016 4:41 PM
I believe in clarifying the desired behaviours. It sometimes also means spelling out the problems with the current assumptions, beliefs and values or thinking models. Sometimes rules are so obvious to people inside the organization they just apply them without stopping to think, whether they still make sense. At times senior employees cannot even notice their existence, and when you put them forward they notice not having ever questioned them - or just not thought there was another way.
Consultants or anybody coming from outside with an external view can help as they have seen other ways of doing things. They are more objective and realise how behaviors in same circumstances can be very different, depending on "the way things are done". After all, behaviour is a question of choice. Try making very tangible what "good" and new behavior looks like. Identify who you need changing and how. Make sure leaders show example to move into the new model. And identify those who adopt new culture, reward when they manage to do it, even a bit. And put forward first successes. |
