3 Benefits of Automating Your Onboarding Processes

Recruiting a new team member to your business is time-consuming, from creating eye-catching job advertisements to reading countless CVs and arranging multi-stage interviews. Although you may want to breathe a sigh of relief once your perfect candidate has accepted your job offer, unfortunately, the hard work does not stop there. There are many tasks that need to be undertaken between the steps of making that job offer to settling your new hire into your business and having them get to work.
But, don’t despair. There are plenty of tools to help you speed up your onboarding process and get it right for both your new hire and the business. Let’s take a closer look.
Top Ways to Significantly Boost Your Onboarding Process
Maybe you are still relying on manual processes, paper forms, and complicated workflows to carry out your onboarding activities. If this is the case, you will likely find that the process is not only laborious and time-consuming but ineffective and messy too. A few smart interventions can make all the difference in streamlining your onboarding tasks.
For example, onboarding is a key human resources (HR) process to automate. You can quickly create easy-to-follow work streams, meaning that completion of one task automatically triggers the beginning of the next. This method is ideal in the onboarding process that involves numerous individuals across departments. Blockages are less likely to appear in the process, virtually eliminating a task being ‘stuck’ due to a problem or waiting in somebody’s in-tray to be completed.
Replacing paper documents and emails with personalized template forms and documents is also a great way to mitigate a scattergun approach and ensure all important information is captured at the right time and in the correct format. A paperless HR process can offer time savings and error reduction.
Requests for IT equipment, software licenses, and business cards can be transformed from mundane, time-consuming information exchanges to automatic alerts sent to the relevant provider.
What benefits can I expect to see by automating my onboarding processes?
HR challenges in Human Resources Management Systems (HRMS) do exist, and implementing software to speed up and streamline your onboarding activities does not provide a business case in itself. It is therefore essential that you can quantify tangible benefits for your organization. Here are some of the most common benefits users of automated onboarding have found:
A positive impact on your bottom line
Let’s face it: this is the key measurable that business stakeholders are hoping to see. Investing in automated onboarding processes can save your organization money. The main way that it can do so is by reducing employee turnover rate and the numerous costs associated with it. Creating a positive onboarding experience allows employees to feel like a valued and welcomed part of the business. They are much more likely to maintain a high morale while feeling positive and motivated about their role in the company. Furthermore, employees are much less likely to leave the business that has invested in their development and values them, thus saving future spending on recruitment costs.
Watch your employees’ performance improve
An un-coordinated onboarding process results in a new hire who, despite having potential for energy and enthusiasm for their new role, feels deflated and confused about his or her duties. If you start your new hires on the right foot by presenting them with a well-planned and smooth onboarding process, they are much more likely to understand the expectations of the business from the start. It is important to ensure your employees have the tools, knowledge, and motivation to work hard and effectively.
Create an environment of mutual trust and employee engagement
A good onboarding process supports your new hire to quickly and effectively understand their new role. If done right, it is also the perfect way to introduce them to the broader organizational culture, mission, and goals. By doing this early on, you can quickly get your new employee on board with the direction the business is taking, allowing them to contribute to the company’s growth and success.
What’s stopping you from supercharging your onboarding process?
With all the benefits it can offer you, adding automation can be a savvy investment to improve the onboarding activities of your business. Choose a provider that offers you a free demo so that you can visualize how your existing processes could seamlessly transition to automated ones.

Marketing Recruitment 101: 3 Job Search Mistakes You Don’t Know You’re Making

As a marketing recruitment firm, every day we get the opportunity to help marketers move their career forward. Since 1996, MarketPro’s marketing recruiters have successfully matched high-performing marketers with clients who need a specific set of skills and experience to take their business to the next level.
The shortage of highly-skilled marketers in today’s marketing landscape makes it harder for companies to find top talent. Majority of the time, when we search for talented candidates, they aren’t in the mindset of looking for another job.
As a result, they are not always up to date with how to write a resume and interview appropriately. Therefore, it’s only natural candidates will make mistakes during their job search process-and don’t even know- it costs.

Your Resume Is Too Artistic
Far too often, we see great candidates who are perfect a role, but their resume doesn’t reflect themselves in the best light. Your resume is your chance to highlight and showcase your experience and accomplishments.
However, many candidates use their resume as an opportunity to demonstrate their creativity. Instead, show off how creative you are through your portfolio. The exception would be for very creative roles, such as graphic designers or UX designers. So, general marketers need to be cautious about creative they craft their resume, and here’s why.
From our experience as a marketing recruitment firm, we know all resumes go through some version of an applicant tracking system. The resume is then scanned and searches for keywords. Thus, formatting your resume in PDF format instead of a Microsoft Word document limits your opportunity to get picked for a role.
Unfortunately, the truth is most HR software is not smart enough to read PDFs. Thus, it is crucial to think about who is going to read your resume. If the font is too small or if they’re too many distracting images, most hiring managers aren’t going to take the time to really through your resume.
Additionally, the hiring process isn’t going to change for you as a candidate. There are specific rules and procedures everyone has to follow. Providing a chronological and straightforward resume that aligns with your LinkedIn account profile is the first step to you securing an interview.
Resist Poor Opportunities, Not Assessments
Usually, roles from director to CMO specific to senior level marketing, about 85 percent of the time, requires some testing component. Examples include various personality tests or Wonderlic assessments. From the candidates perspective, this is a great thing!
Companies conduct these tests for two main reasons. First, they want to assess candidates to see if they are the right cultural fit. Secondly, the company wants to verify if the candidate is the right fit for the role.
The assessments ensure you as the candidate will find the right opportunity that meets your needs, and it shows the company cares about making the right hire and fit. Also, think about the assessments as another lens in which recruiters and HR teams can look through to make sure you’re going to be happy and prosperous in the new position.
Consequently, candidates who push back on these assessments risk losing a role that is a perfect match for them. Why would you want to limit yourself for a new opportunity for refusing to do a standard test?
Not Picking Up the Phone
If you don’t try, you’ll never know. Sounds familiar?
Not answering the phone call and hearing what a recruiter has to say potentially means you would be missing out on the best opportunity in your life.
About ten years ago, an incredible marketer we worked with became a CMO at the age of 39. Except for small startups, it’s rare for someone to achieve C-level success before the age of 40. Wondering what her secret is?
She always picked up the phone.
Her motto was to always listen to marketing recruiters who contacted her, within reason. As a result, she was able to climb the corporate ladder quickly. Furthermore, she believed establishing a relationship with a recruiter early on will bring better opportunities in her future when she least expected it. Whether or not she was looking for a new job, she understood the long term value in creating a relationship with expert professionals in marketing.
At the end of the day, you have more to lose by not picking up the phone or responding to a recruiter’s email than by completely ignoring it.

How a Small Business Can Hire a Top-Notch HR Manager on Their First Try

Photo: Drobot Dean / Adobe Stock
For most small businesses, the job of seeing to tasks like hiring, payroll management, and benefits oversight is generally split among a few employees. That’s because having a small staff can make it hard to justify hiring someone to start a true human resources (HR) department. Still, the fact is that most small businesses wait far too long to hire an HR manager to centralize the job of taking care of the business’s most precious commodities: its’ workers.
In general, any company that has 50 or more employees should have a dedicated HR manager in its ranks. The truth is, however, it’s probably a good idea for most companies to hire one far sooner than that since there are few things more vital to a growing company than making sure their first hires provide the skills and cultural fit needed to thrive. Since this is such a consequential business decision, here are some tips on how a small business can recruit and hire a top-notch HR manager.
Start With an Honest Company Evaluation
One of the biggest things that small companies get wrong when hiring an HR manager is to assume at the outset that the role is cut and dry. In reality, however, not all prospective HR managers have experience in the same areas, so hiring the right one is almost exclusively about the specific company’s needs. For example, if a business is heading into a growth phase, they’ll need a candidate with plenty of experience in recruitment and hiring. If the company is facing stiff market competition, they may need an HR manager that has experience with employee retention programs, to avoid a talent exodus. The point is, before beginning the process of selecting an HR manager, it’s vital to first pin down exactly what the company will need them to do. The focus should be on short-term needs, with an eye toward near-future needs.
Create an Accurate Job Description
Photo: Pixsooz / Adobe Stock
Once the business’s needs are clear, the next thing to do is to create a concise, accurate job description. Within it, it’s vital to be as specific and comprehensive as possible, while highlighting the specific skills needed by the business above all else. The job description will not only guide the search and recruitment process but will also help potential candidates to know how well they might fit in the role. When it comes to hiring an HR manager, this may be the hardest step – after all, one of the reasons to hire an HR manager is bringing in someone with the expertise to write job descriptions and recruit the best candidates.
Determine an Appropriate Salary
Before going through the process of recruiting candidates for the HR manager role, it’s important to figure out what salary level the business can justify for the position. In a typical small business, the impulse will usually be to aim for the smallest possible salary, but that can make it difficult to find a candidate that will thrive in the job. The first step to research what other companies in the area (and within the same industry) typically pay their HR managers. As with most high-level positions, the salary range of an HR manager can have a wide variance. This is especially true when recruiting candidates with CIPD certifications, or their equivalents in the business’s area of operation.
Assess Technology Needs
Any business that’s approaching the task of building a new HR function will likely also be in the market for an HR software solution. Before hiring a new HR manager, it’s a good idea to determine which HR technology the business will be investing in. That way, it becomes possible to recruit a candidate with specific knowledge of the platform the business will use. Doing so serves the dual purposes of helping the company get the most out of its’ HR software investment, while simultaneously making it easier for the new HR manager to hit the ground running on day one.
Consider Cultural Needs
Photo: zinkevych / Adobe Stock
By the time that an average small business grows to the point of needing a full-time HR manager, there’s a good chance that its company culture is already well established. Before hiring an HR manager though, it’s a good idea to assess the company culture and determine if it’s something that will need to be reinforced, changed, or scrapped entirely. That’s because building a new HR function is something of a cultural inflection point for a business – sort of a last chance to alter the cultural course before moving into a higher-growth phase. Since the new HR manager will be charged with tracking the company’s culture and effecting any necessary changes to it, they will need to know what strategic direction the company wants to take from the moment they assume their role.
Take The Time to do Things Right
With all of the prerequisite preparations in place, all that’s left to do is to post a job opening in the right places and wait for candidates to start submitting resumes. At this stage, though, it’s important for the business to recognize that there’s no need to be hasty. It pays to take the time to screen and interview multiple candidates and really consider which has the perfect mix of skills, personality, and experience for the new role. Without a previous HR manager to use as a prototype, though, this will be a decision borne of logic and intuition. The biggest tip to getting it right is to let the hiring process take its natural course to find the right candidate. When that person does come along, hiring them will seem like a foregone conclusion – and there will be no looking back.

What to Consider When Outsourcing Business Processes

Business process outsourcing (BPO) is the contracting of a business function to a third-party provider. Some of the most common BPO services include:

Social media marketing
Customer support

Businesses often hire outside contractors or agencies to cut costs while improving the customer experience.
Hiring BPO providers to manage specific functions of your business can free up the time and resources of your in-house team and cut expenses. You can work with experts who may be able to improve on the processes you have in place.
In this article, we share tips for maximizing the success of your relationship with BPO companies.
Define Your Business Process
Before you outsource a business function, ensure that you understand the process’s performance in-house. Track, measure, and record your efforts so that you have something to compare it to when it’s time to evaluate the success of your service provider.
Then, define the scope of work and the benchmarks you expect a service provider to achieve, so you’re able to convey the information to a third party.
Finally, once you’ve clearly defined your goals, decide how you’ll track and measure the success of your outsourced business process.
Find the Right Provider for Your Business
You may be outsourcing to help cut expenses, but that doesn’t mean you have to compromise on the quality of your service provider. Look for a contractor or agency that:

Can surpass your in-house expertise
Offers a higher-quality service than what your in-house team can produce
Is looking to build a long-term partnership with your company
Is a good fit with your company culture and mission

Many businesses depend on referrals to help them find a reliable service provider.
For example, a social media marketing study found that when companies are seeking a social media agency, more than 40% of them rely on referrals and 15% turn to Google.

Build a Partnership
To build a partnership with your contractor, begin by communicating a clear company strategy.
Build and nurture your relationship by creating an open communications system that allows space to get and give feedback.
Listening to suggestions, or even soliciting them, is one step toward a collaboration that results in an engaged outsourcing relationship that can last for many years.
Sekhar Ramaswamy, vice president of HR at Prudential Financial, worked successfully with one contractor, Exult, for over ten years. He says that the key to a successful BPO endeavor is building a true partnership.
To build this partnership, Ramaswamy explains, “We do joint planning on business goals, many of which are joint goals. We have a joint roadmap for success.”
Consider a Strategic Approach to Business Process Outsourcing
Maximize the success of your outsourcing processes by clearly defining your goals and expectations, working toward a mutual partnership, and on-boarding new providers with a clear strategy in place.

Keeping Work Human: How to Keep Work Human in the Wake of HR Tech Advancements

What will it be like to work in the year 2029? I’m a futurist – let me paint you a picture. A decade from now imagine going into work… and yes some people will still work in offices 10 years from now. Imagine it’s a Monday and you’re headed into the office. But in 2029, you will work in a sentient office building. Your building is filled with sensors and the Internet of Things (IoT) all computing and sharing data that is being processed by Artificial Intelligence (AI). This AI is making decisions and optimizing itself. But your building isn’t alone; it’s surrounded by a smart city that is teeming with autonomous vehicles on land (cars), sea (boats), and air (drones).
Now imagine walking into your sentient building and the building knows you as an individual. It knows how you like to communicate. For example, are you an introvert or an extrovert? Are you more productive in the morning or in the afternoon? It also knows your coworkers. All of this data and information will be kept private and secure, but it will be used so that the building can optimize itself. The office will make itself more efficient and help workers to be more productive as a result; it’s working hard to digitally and physically keep everybody secure so that they feel safe.
Let’s say on a particular day your 2029 office building knows that you’re not having a great Monday. You’re tired and a little grumpy. The office also has a sense of humor…
When you walk into the elevator to go up to your floor, you stand there by yourself. The doors close and the office building tells you a really funny joke. It gives you a laugh on an otherwise dreary morning, making your day just a little bit better.
A decade from now a constellation of technologies, including AI, smart cities, IoT, and autonomy in land, sea, and air, are going to radically change the workplace. Many of these advanced technologies have already begun to change how we work and specifically how we do HR. But in this future of amazing technologies, how do we make sure that we don’t loose ourselves? How do we keep work human? Here are three steps to do just that:
1. Always keep humans at the center
As professionals, we have to remember that everything we do is about and for people; it begins with people and ends with people. There may be an increasing amount of technology, processes, and procedures in between, but what we do always begins and ends with people.
As we look to the future this becomes even more important as technologies move into HR and the workplace. Some of these HR technologies will take over existing jobs. Some will create new jobs. Ultimately these HR technologies will change the nature of how we value human labor. Just imagine if machines end up doing every part of a certain task. We would value it very differently, especially when you put it side-by-side with human labor.
This is why we need to make sure we keep work human. Otherwise, if we lose sight of keeping humans at the center, it will only lead to bad business results.
2. Don’t imbue technology with too much intelligence
As technologies make their way into the workplace and into HR, they’ll make us more productive and we’ll be able to get more done in less time and with less people. These HR technologies will allow us to connect more easily and quickly with people who we may not have found previously. It will also give us unprecedented control over workplace cultures.
However, even though they’ll offer a wide array of new capabilities we have to make sure not to imbue them (specifically AI) with too much intelligence. We need to remember it’s still artificial; it’s not human intelligence. Remember that these HR technologies, although they help us get work done like no machine has helped us in the past, they are still just tools. It’s purpose is to be a tool for humans to leverage. For example, a hammer is just a hammer. Just because a hammer is better at driving a nail into a piece of wood than you are with your bare palm, it doesn’t mean that the hammer can design a house that you’d love.
It’s important to make a distinction around what you want these intelligent technologies to do. Always remember that they’re in service of you, your employees, and your organization. Giving them too much credit and too much intelligence will only give them too much power. If you end up believing algorithms know more than they actually do, your organization might face tough consequences. When we give up too much power and decision making control to technology, it is at our peril.
3. Understand the bias problem
In the past few years it has become accepted in the AI community, as well as the broader tech industry, that there is a bias problem. Autonomous digital technologies like AI and machine learning has a problem with inherent bias that can cause them to perform in an inappropriate manner.
This bias problem states that all data that drives these algorithms have bias. Engineered systems are optimized for a task or a specific area. Algorithms and systems are created and authored by people and organizations. These people and these organizations all have bias. They’re optimizing for a specific task or goal. This means that any data or results that come out of the systems will also have the same bias. Because of this we need to not only recognize bias, but also embrace it, actively work to identify it, and counter it.
Neglecting to keep work human is bad for business
Put simply, if we don’t keep work human, it’ll be bad for business. Giving too much decision power to these technologies and neglecting to include human oversight can lead to egregious errors. Similarly, not recognizing bias in our processes and procedures can lead companies to be out of compliance and possibly on the wrong side of regulations. Keeping work more human should be a top priority because it’s the right thing to do for you, your team, and your business.
Let me take you back to your sentient building and your Monday at work. As you walk off the elevator with a smile on your face from the funny joke that the elevator just told you to brighten up your gloomy Monday morning, you realize that your office building is constantly optimizing itself. It’s optimizing itself not only for efficiency, sustainability, safety, and security, but also for the well-being of every single person in your organization.
This is the true test of new HR technologies and amazing advances that are coming in the future. They will allow you to optimize for not only people, but also for the culture of your organization. In this way, the machines become an amplification of your organization’s values. These HR technologies can allow your workplace to be more human because it’s a living, breathing extension of everybody in your organization.

What Are the Best Practices When Using Leadership Assessments

ar130405 / Pixabay
Organizations have been using leadership assessments to evaluate potential hires and current employees for quite some time. These tests are available in a variety of forms and can be designed to measure a wide range of personality characteristics. When used responsibly as part of a comprehensive assessment strategy, they provide useful insights to help make better selection and development decisions. However, it is important to be aware of best practices when using these tools.
Benefits of Using Leadership Assessments
They Offer A Different Perspective
Like most assessment tools, a leadership assessment is most effective when combined with other strategies. In the hiring process, for example, a personality test can provide additional data points for evaluating a candidate. A resume only presents information the candidate wants to share about themselves, while an interview may provide a limited picture of what someone will really be like on the job. Personality tests can identify qualities that correlate to high performance in a particular role as well as assess a candidate’s potential cultural fit within an organization. Some tests also identify so-called “leadership derailers,” or personality traits and behavioral tendencies that could potentially disrupt or interfere with the leader’s performance.
Although someone taking a personality assessment test can try to provide the answers they “think” the employer wants to see, a well-designed test takes this into account to consistently deliver results with high reliability and validity. While there is spirited debate among HR professionals about how well such tests predict job success, there is data to suggest that they are more effective than other commonly used tools (traditional interviews and cognitive tests, for example). Of course, even an effective personality assessment test should not be used as the sole determining factor when evaluating a potential candidate. Although they can provide a valuable data point in the assessment process, relying upon them too heavily could lead to biased hiring decisions.
They Improve Employee Development
Understanding the complexities of an employee’s personality can be extremely helpful when designing effective development plans. A personality test can increase self-awareness by revealing certain traits or tendencies, which may enable them to target their development efforts more effectively. Someone who has strong introvert tendencies, for example, may realize they need to do more to push themselves out of their comfort zone in order to step into a leadership role. A more extroverted leader, on the other hand, may recognize that some team members don’t respond well to their outgoing style and require a different form of motivation. Identifying these potential “leadership derailers” can help leadership candidates focus on building the skills and strategies overcome them.
Personality tests in the workplace can help organizations to understand why some employees respond differently to incentives and environments. Placing a team filled with people who aren’t strongly motivated by competition with a leader who thrives on it is a recipe for frustration and disengagement. The data gathered from personality assessment tests can inform the way leaders interact with their teams, enhancing overall effectiveness and promoting a healthier work environment.
Not All Personality Tests Are Created Equal
There’s a reason why advocates of personality tests consistently use the “well-designed” descriptor when discussing their benefits. While many employers use personality tests for assessment purposes, it is important to ensure the test is legally defensible, especially when used for selection decisions. The available testing options range from scientifically rigorous tests to poorly verified tests that don’t reveal much more than a daily horoscope might provide. Compounding the problem is the actual testing administration and the interpretation of the results. In many cases, the tests being used aren’t even designed for business purposes at all (the well-known Meyers-Briggs Type Indicator Test, for instance, was never intended to be used to inform hiring decisions). If an organization is committed to using personality tests in the workplace, it must be sure that the HR professionals using them understand what they are intended to measure and how they should evaluate the results.
Personality tests in the workplace can also perpetuate bias in an assessment process if they’re not used carefully. Employers seeking to hire for cultural fit could potentially use them to “screen out” candidates deemed unsuited for their culture, greatly reducing diversity over time. By the same token, if certain personality traits become associated with leadership success, candidates who lack these traits could miss out on advancement opportunities. It’s important to note that even a well-designed personality assessment test could become a tool for promoting bias because they allow people to believe they’re making decisions objectively.
Organizations can guard against this risk by starting with a well-designed test that provides high levels of reliability and validity. They can then work with the designers to customize the test for the particular job role in question or to account for the organization’s culture. These efforts will enhance the test’s validity, which measures how accurately the test measures what it’s supposed to measure.
As an assessment tool, personality tests can be a tremendous benefit to organizations looking for additional ways to collect valuable data about current and potential employees. At their best, they can provide a useful perspective on the factors that motivate someone’s behavior and influence their view of the world, making them extremely helpful when trying to assess performance potential. But it’s important to remember that they provide only a small piece of a much larger picture. That’s why personality tests in the workplace should always be incorporated into a much broader assessment strategy that leverages multiple tools to create a comprehensive view of performance and development potential.

4 Things You Can Do With a PEO That You Can’t Do Alone

As an HR professional, do any of these statements sound familiar?
“I know compliance with laws like FMLA is important, but I’m not 100% certain my team is aware of all the regulations.”
“We have so many different systems and processes that sometimes I’m overwhelmed. I’m concerned my team is, too—and that things may be slipping through the cracks.”
“We have a great HR team but we’re stretched thin when it comes to benefits and payroll work—how can we improve?”
If so, you’re not alone. In fact, many small to midsize business owners find themselves asking these questions, and others. Fortunately, a Professional Employer Organization (PEO) can help.
What is a PEO?
A Professional Employer Organization (PEO) allows its clients to outsource many of their human resource functions, share employment liability, and, oftentimes, gain economies of scale to bring an improved benefits package to their employees.
A PEO helps your business manage complex employee-related matters. PEO services include administration of the following:

Employer compliance
HR practices
Employee benefits
Payroll & payroll tax compliance
Risk management and workers’ compensation claims

It contracts with your business to perform these processes, assume associated responsibilities, and provide ready expertise in human resources management.
4 Crucial Things You Can Do With A PEO (That You Can’t Do Alone)
1. Benefits That Bring In The Best Talent
To attract and retain top talent, small businesses must be able to offer competitive benefits. But many miss out on great employees because, alone, they can’t afford the same benefits the competition offers. When you partner with a PEO, you gain access to benefits you may not otherwise be able to afford.
2. Employer Compliance Expertise
Being an employer gets more complex by the day. Federal requirements, state and city legislation, and other mandates require compliance, but those requirements aren’t always communicated effectively (or correctly). This sets employers up to unintentionally make mistakes.
A good example of this is providing paid sick leave to employees. Laws vary in every state, and multi-state employers are challenged with keeping up and complying with laws in every state they operate in—but they may not even have the systems that help them to comply.
PEOs stay informed about all legislation that impacts employers. They also help their clients create necessary policies and practices when required.
3. Streamlined Technology
PEOs offer their clients a comprehensive technology solution that handles electronic onboarding, payroll processing, and data exchange with vendors (like insurance companies). Having all their human resource information in one system with appropriate levels of manager access and employee self-service features is something most small to midsize businesses can’t do on their own.
Systems like this bring a lot of business efficiencies. Without this technology, there is a lot of costly manual intervention involved, which can cause delays and errors. Employees of PEO clients love that this technology puts information at their fingertips that they would otherwise have to call their HR rep or a vendor to access.
4. A Wealth Of HR Experience & Knowledge
PEOs offer their clients a whole team of experts whose knowledge is leveraged to serve their clients’ needs. PEOs help with everything HR-related, including:

Managing employee performance
Training managers on effective interviewing
Helping with the due diligence of acquiring other businesses
Managing all employee benefit programs
Insurance renewals and open enrollment
Dealing with workplace accidents
Handling restructuring and/or downsizing
And more!

Small businesses simply can’t find all this crucial knowledge in just one person. Even if you have a qualified, competent HR professional on staff, it’s unlikely they would have ALL this expertise and knowledge of best practices.
PEO teams have a variety of expertise in all areas, so clients like you can tap into the professional experience in different industries and get the right counsel and advice.
Want to learn more about PEOs?
Staffed by knowledgeable, experienced individuals, a PEO may be the most beneficial way to get HR support for your company. Find out more about whether or not a PEO is the right option for you in the free white paper, Everything You Need To Know About PEOs.

5 Ways to Determine Culture Fit

When searching for a new member to join your team, determining cultural fit is one of the most important aspects of hiring, no matter the role level. In addition to considering candidates based on their experience and qualifications, finding an applicant who expresses and exhibits your company’s characteristics, values, and culture is essential to the success of any company.
Finding employees who fit among your company’s culture can be a daunting task. Every company’s culture is different and so is every employee who makes up your organization. Not only do you want to hire candidates who can perform their role successfully, but you also want someone whose behavior and beliefs coincide with your company culture as well.
Whether you’re considering hiring for cultural fit or have been doing it for a while, here are five ways to determine if your candidates are the right fit for your team.
1. Finding the Right “Fit”
Before we get into it, let’s define what “cultural fit” is. Cultural fit is an individual’s attitudes, values, and beliefs being in line with the core values and culture of an organization.
There is no denying assessing an individual’s cultural fit is a crucial element before hiring someone on board. Today, hiring for cultural fit is a rapid trend popular among many HR professionals today. However, this doesn’t mean hiring managers should hire someone who’s like them or the rest of the team in every way. It means discovering candidates who possess a different mindset and mentality which allows your company to open itself up to a range of diverse individuals who can elevate the greater good of your business.
2. Identify Your Company Culture
Before you can start hiring for cultural fit, it’s vital you have created the right environment for your employees, it should be made up of the positive values, attitudes, behaviors, and beliefs of your company. After all, your culture represents every life experience each employee has brought to your organization. According to a study, building an employer brand and company culture helps companies hire the right people (55%), retain a greater number of qualified candidates (49%), increase employee referrals (41%), and have more diverse candidates (32%). There’s no right way to identify your company culture. You can obtain a picture of your current culture in several ways:

Reference back to your company’s values. Your values are the aspirations of your company. These elements directly impact how your company operates and how your employees function throughout the workplace. If you aren’t sure where to look, start by exploring your organization’s mission and vision statements, objectives, goals, business practices, and standards. But don’t stop there. Continue to look at the enacted values your employees’ show. Do this by observing the actions of your employees, the standards the company holds itself to, and the goals the company is working towards to determine if they’re aligned with the company’s overall values.
Conduct a survey. Distribute culture surveys among your employees to help you assess the current culture climate while recognizing what you need to do more of, less of, stop, or start.
Observe the culture in action. Taking time to evaluate your culture right in the midst of it can provide you more insight into your employees and organization. Look at how your employees interact throughout the workplace from an outside perspective. Ask yourself:
How does everyone interact with each other?
Are there conflicts? If so, how are they resolved?
How do employees of different levels interact?
Evaluate observable artifacts. Take a walk around your company and observe your wall decor, common areas, and furniture arrangements. Is it interactive or sterile? Examining how your employees dress is also a key indicator of your culture. Is the dress code more relaxed or business professional. Remember, anything associated with your organization can help identify your company culture.

3. Utilize Psychometric Assessments
Assessing cultural fit doesn’t have to be a complex process. Incorporating assessments such as psychometric assessments aid hiring teams and HR managers in measuring a candidate’s culture fit before they set foot in the workplace.
But, how? By incorporating assessments into your recruitment process with various culture-related elements.
Psychometric assessments provide a fair advantage for candidates because of their ability to provide objective metrics about each candidates’ traits, behaviors, and skills, instead of relying on personal judgments which are susceptible to bias. The knowledge employers can gain from assessments helps provide transparency for potential applicants. You’ll save time, money, and energy by hiring the right people so the focus can be on productivity.
4. Ask the Right Questions
The interview process is an excellent time for employers to ask candidates questions which relate to their personality. Mixing in questions during the interview process can give HR managers a glimpse into whether or not the candidate will fit. Try and ask candidates specific questions about themselves:

What is your most positive personality trait, and why?
What’s your worst personality trait, and why?
What values are most important to you as a person?
If given any role, what job would appeal to you the most?

Then move into culture-specific questions such as:

Describe your ideal work environment.
What is your preferred work style?
How would past co-workers describe your work style?
What characteristics make you right for the role?
Describe a work environment you’d be unhappy in.
What management style motivates you to do your best work?

Rather than asking candidates to repeat your values or ask them what their favorite ice cream flavor is, it’s essential to dig deeper and ask questions to help HR managers understand their motivations and drive to examine how each applicant will interact with existing employees and the company culture.
5. Let Applicants Take Charge
Now that you’ve had the chance as the employer to ask candidates questions based on their personality switch it up and have candidates ask you questions. This will allow hiring teams and HR managers to see how they communicate without a guided prompt. Not only is this a great opportunity to stray away from the typical interview process, but a chance to spotlight each applicant’s personality.
Your company culture plays a critical component through all aspects of your organization from providing your employees’ direction to being the glue binding everything together. Using these strategies to hire someone for culture fit ensures you’re creating happier, productive, cohesive, and diverse teams. Employees who embrace your company’s culture and values are great brand ambassadors and boost morale and teamwork in the workplace.
This article was originally published here.

The Oklahoman’s 2019 All-State baseball roster

First team
Pos.;;Player, school;;Cl.;;Avg.;;HR;;RBI
C;;Brady Evans, Wright City;;Sr.;;.421;;5;;52
1B;;Blake Robertson, Edmond Santa Fe;;Sr.;;.451;;6;;37
2B;;Carter LaValley, Carl Albert;;Sr.;;.491;;11;;49
3B;;Carson Atwood, Silo;;Jr.;;.429;;6;;40
SS;;Braylen Wimmer, Yukon;;Sr.;;.414;;6;;45
OF;;Michelle Artzberger, Lawton MacArthur;;Sr.;;.460;;8;;40
OF;;Jace Bohrofen, Westmoore;;Jr.;;.479;;12;;66
OF;;Bryce Madron, Blanchard;;Jr.;;.558;;12;;57
DH;;Gus Collins, Pryor;;Sr.;;.422;;9;;42
Pos.;;Player, school;;Cl.;;Rec.;;ERA;;IP;;K
RHP;;Jace Beck, Blanchard;;Sr.;;13-0;;0.99;;70.2;;134
RHP;;Kale Davis, Westmoore;;Sr.;;9-1;;0.36;;58;;94
Player of the Year: Blake Robertson, Edmond Santa Fe
Coach of the Year: Ryan Phillips, Edmond Santa Fe
Second team
Pos.;;Player, school;;Cl.;;Avg.;;HR;;RBI
C;;Colby Entwistle, Edmond North;;Jr.;;.478;;6;;46
IF;;Conner Bastarache, Wright City;;Sr.;;.464;;2;;44
IF;;Jake Bennett, Bixby;;Sr.;;.354;;10;;34
IF;;Seth Gray, Drummond;;Sr.;;.519;;6;;64
IF;;Hayden Minton, Collinsville;;Sr.;;.505;;6;;56
OF;;Cole Fletcher, Granite;;Sr.;;.413;;10;;55
OF;;Logan Glass, Mustang;;Sr.;;.328;;8;;34
OF;;Trevor Martin, Asher;;Jr.;;.444;;5;;49
DH;;Payton Miller, Blanchard;;Sr.;;.408;;14;;57
Pos.;;Player, school;;Cl.;;Rec.;;ERA;;IP;;K
RHP;;Brenton Beck, Atoka;;Sr.;;11-1;;1.74;;67.3;;94
LHP;;Derek Bridges, Duncan;;Sr.;;9-1;;1.30;;57;;93
RHP;;Trent Harrison, Pryor;;Sr.;;11-1;;0.66;;63.2;;54
RHP;;Bryce Osmond, Jenks;;Sr.;;7-1;;1.64;;51;;89
Honorable mention
Altus: Ryan Sanchez, Sr.; Alva: Dalton Rose, Sr.; Amber-Pocasset: Cache Anglin, Sr.; Travis Clift, Sr.; Apache: Landon McCracken, Sr., Duncan McCray, Jr.; Asher: Austin Custar, Sr.Read more on