Cultural Fit by Industry: How do you Determine if an Employee Fits Your Company?

Oct 17, 2017

Industry Culture

Many companies take a one-size-fits-all HR approach to determining cultural fit in their employees. Unfortunately, that often leads to employee discontent or even turnover.

You know the unique aspects of your industry, but do you know the various thinking styles of employees who are successful in your industry?

Each industry has its own nuances that fit and do not fit certain personality types. That is why it is important to measure the cultural fit of employees as it relates your industry.

Your culture might be fast-paced, service-oriented, family-oriented, or a mixture of styles. By matching up your unique industry culture with employees in your company, you can determine the proper fit, which helps reduce turnover and increases productivity.

Automotive Cultural Fit: Think High-Energy

Culture: Extrinsic Thinking Culture.

This culture requires employees to have high energy, be competitive, work in a fast-paced environment, and work long hours, often times from open to close.

In a typical automotive dealership, an employee's pay is tied to commissions, which puts pressure on salespeople to reach sales goals. If a salesperson is unable to handle this level of strain and pressure to perform, it creates turnover risk.

Example: ZERORISK HR studied an auto dealership that lowered sales associate turnover by 108 percent simply by measuring their thinking culture upfront in the hiring process.

The dealership was able to match the unique thinking patterns of a successful employee in their company with the persona of job candidates to determine cultural fit before hiring.

There was no "trial and error" to see if an employee worked out. By following the measurements, the company saved time and costs to hire, onboard, train, and restart the process.

Banking Cultural Fit: Compliance and Customer Service

Culture: Intrinsic and Systemic Thinking Culture.

To be successful working at a bank, employees need to be very process-oriented, following clearly-defined compliance requirements.

Employees also need to be able to develop and cement customer relationships. These relationships are often times incentivized with commissions, but not at the ultra-competitive level of the auto industry.

Example: ZERORISK HR studied a community bank that measured the thinking patterns of employees, which led to a 40 percent reduction in turnover.

The bank measured the elements of their company sub-culture to determine what level of competitiveness was needed in employees, then adjusted to provide the right incentives for employees. This extended to tellers, who were inspired to do more cross-selling and upselling to create more revenue for the bank.

By measuring the thinking patterns of the highest-performing employees in each role in their company, the bank was able to make the proper adjustments to reduce turnover risk and increase revenue.

Construction Cultural Fit: Safety First

Culture: Safety Culture.

Because of the high risks associated with the construction industry, companies need to hire employees who have a safety-thinking orientation.

Not only does this help reduce risk of turnover but also helps reduce lost productivity from injuries, job site shutdowns, or other issues that could be avoided by determining the best cultural fit in construction workers.

Example: ZERORISK HR studied a construction company that conducted a safety and culture study, which established benchmarks for hiring. When they began using these benchmarks to make hiring decisions, the company lowered lost time injuries by 35 percent.

This also helped enhance their company culture from a safety perspective. Construction workers operated more efficiently knowing that their fellow employees were focused on safety because the company emphasized safety training.

Health Care Cultural Fit: Focus on Bedside Manner

Culture: Self-Awareness Culture.

Specific to nurses in hospitals, successful employees display higher self-awareness than a typical individual. They also need to be conscious of how their actions affect patients.

To increase patient satisfaction and reduce turnover, hospitals need to measure the thinking patterns of the highest-performing nurses at each station to match to the cultural fit.

Example: ZERORISK HR studied a hospital that established hiring benchmarks for their nurses. Using these benchmarks, the hospital lowered nurse turnover by 30 percent.

Additionally, patient satisfaction increased because nurses were more engaged with patients, understood their needs, and followed through on addressing those needs.

This created a mutually beneficial relationship where nurses felt more pride in their work and patients were satisfied during their time at the hospital.

Retail Cultural Fit: Value the Sub-culture

Culture: Collaborative Sub-culture.

Within a retail company, there are many unique relationships that affect the performance of a department and the overall company.

Retailers need to be able to measure the unique thinking patterns of successful employees not only within each department but also within the departments that interact with each other.

These unique subcultural elements and intra-company relationships have the power to increase company revenue or dramatically hurt productivity and increase turnover.

Example: ZERORISK HR studied a national fitness chain that conducted a cultural assessment of their employees. The company first identified the overall culture and then identified the sub-culture among sales associates and trainers.

When the company began hiring using the cultural assessment, they decreased turnover in personal trainers and sales associates by 25 percent.

This was important for personal trainers because they did not get paid until customers showed up for the training. Therefore, the fitness chain needed to identify sales associates who could not only schedule training sessions but also get customers in the building to work with the trainer. That required a sales acumen unique to the company's needs.

Your Industry: Measure the Nuances

HR managers need to understand the nuances of their industry, then take the next step measuring the thinking patterns of the ideal employee in each role.

This will allow you to make more informed hiring decisions matching candidates to your company culture. You will also be able to better manage your human capital by determining cultural fit of existing employees.

Where do you get started measuring job candidates and employees as it relates to your culture? Consider the ZERORISK Hiring System for your company to measure thinking patterns, establish employee benchmarks, and manage your talent.

Following this method for measuring culture will increase productivity and reduce turnover risk, creating more opportunities for your company to grow.

ZERORISK helps organizations build great cultures by identifying, developing, and retaining top talent. The ZERORISK Hiring System blends a revolutionary behavioral science with state-of-the-art technology to reduce unwanted turnover and improve employee performance. For more information contact us at (800) 827-5991.

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