THE QUEST FOR BUILDING HIGH PERFORMING TEAMS VS HIRING FOR ‘FIT’

Building high-performing teams is not just about talent; it’s about hiring someone who fits into the business culture. How many times in the life of a recruiter do we have a discussion with clients regarding fit? So, what do we mean by this? Often what is being alluded to is an ability to morph into the existing team. A similar outlook, similar values, maybe a similar background in terms of education or previous employers. When everyone talks the same language, the ability to build a functioning team becomes easier - or does it??

There are definite advantages to building teams around cultural fit. When employees share similar values and work ethics, it can lead to better collaboration, communication, and cohesion within the team. A harmonious work environment can contribute to increased productivity and job satisfaction. There can also be positive outcomes for employee turnover and the ability for new joiners to adapt to their new roles. Where there is true cultural alignment, this can lead to a unified effort towards common goals and objectives.

HIRING FOR TEAM FIT

The negatives of this approach could result in creating an environment with a lack of creativity or innovation. You could compare the situation to building a team of robots. When everyone operates using the same software, they will often come up with the same solutions. There is also a much wider issue for leaders in terms of making sure that hiring for fit does not result in discrimination.

This is often evident in more male-dominated professions, for example, engineers or perhaps a factory, where one shift is almost exclusively male. There may be a view that a female hire would just not fit into the existing team. Therefore, the demographic of the team will simply never change. This is where HR have a responsibility to challenge attitudes and look at a broader selection criteria.

What is often meant by ‘fit’ is an alignment to the company culture and values. This creates a genuine connection with the company’s mission and what it is trying to achieve. Moving away from simply hiring on the basis that people look the same results in a much wider, more diverse candidate group.

LOOK BEYOND UNCONSCIOUS BIASES

When hiring, we need to look beyond any unconscious bias. We also need to make decisions based on behavioural indicators, rather than an assumption about a part of a population. A very common example is the view that older people do not fit into the ‘high energy’ description.

There is a view that the ambition and determination to succeed have somehow left people as soon as they reach 45 years. This approach excludes such a large and valuable part of the workforce. Although, it may be true for some, it may be true of some 30-year-olds too. We need to look at the behaviours and make decisions accordingly not just based on a demographic.

So, what can we do as recruiters or leaders to try and avoid falling into the trap of recruiting more of the same? The most successful hires can often be those who may look wrong on paper – they haven’t got the perfect CV or background. However, their attitude and desire to succeed will often ensure a far more fruitful career than those with a perfect resume.?

THE BALANCE BETWEEN INCLUSION AND FIT

Beth Zoller, an attorney and legal editor with XperHR, gave these tips to help minimise risk when attempting to find a balance between fit and inclusion:

• Hire from as wide a range of applicants as possible. Avoid recruiting from the same Universities or educational establishments.?Do not rely on word-of-mouth hires.
• Ensure you use neutral job descriptions that focus on the essential job requirements, such as merit, education and skills needed for each position.
• Identify the company’s core values and define how a person who is a strong cultural fit best represents these values.
• When interviewing job candidates, ensure a wide panel of interviewers from a variety of backgrounds.
• Focus on what the individual will be able to bring to the company based predominately on their experience. Look at how this will advance the company’s goals, mission, sales and success.
• Make inclusion a measurable goal during the onboarding process.

In conclusion, the ideal is not to fight to achieve a balance between fit and inclusion. There needs to be a culture of strategic inclusion that welcomes complementary experiences, different backgrounds, and insights on how to build high-performing teams.

If you would like to find out how Teare Executive Search can source talented hires who align with your organisational culture, please get in touch.

Emma Taylor, Director, Teare Executive Search - [email protected]