Employees are more productive when they feel they fit in with their employer’s workplace culture.
When an employee feels valued and trusted, they are more likely to feel engaged with their work and loyal to their employer.
This has been backed up by findings from recruitment firm ThriveMap, who revealed that employees who feel they fit their role and the culture of their employer rated their productivity at 7.2 out of ten.
In contrast, employees who felt they were a poor fit only rated themselves at 5.3 out of ten. 32% of employees said that they had left a job as the culture wasn’t what they expected it to be.
If a workplace culture doesn’t suit employees, they are up to three times more likely to leave the organisation.
How can you ensure employees fit in?
The search for an employee who fits into your organisational culture begins with the job application. Instead of simply looking at previous experience and qualifications during the interview process, managers could consider asking some more creative questions that can help a candidate show their personality.
Lighter-hearted questions such as “If you were a chocolate bar, which one would you be?” may sound completely irrelevant, but they can be an indicator of creativity and a show a sense of humour.
An Employee Referral Program (ERP) can help managers find candidates recommended by their existing employees. This may involve offering a reward or incentive to employees whose contact ends up joining the organisation.
In return, the employer finds an employee who should be compatible and has been “vouched for”. This reduces the chances of any unexpected surprises, and helps with employee retainment as the new recruit already knows somebody within the organisation.
An induction process is vital for helping new employees integrate well into their role. Managers should make sure that a new employee’s induction programme starts from day one, with the learning process continuing over the following weeks and months.
An induction should never be seen as something that only takes place when there are enough new starters to “justify” it.
Not inducting new employees correctly can leave them poorly trained in the organisation’s policies, procedures, rules and practices. The likelihood of them leaving within a few months will increase too.
A probationary period allows both a manager and new employee to assess whether they are suitable for the role. Not having a probationary period may lead to an employee who is incompatible with the role or the organisation being retained indefinitely.
Probationary periods can last as long as is necessary, depending on the seniority and complexity of the role. Although there is no legal requirement for having a probationary period, there is a strong argument that they increase the chance of a new employee being successful in a role.
During a new employee’s probationary period, a manager should follow a structured procedure to assess and review performance. The programme should include:
Regular monitoring of performance through progress meetings
Identifying and discussing any problem areas as soon as possible
Providing regular constructive feedback
Support, advice, training and coaching from managers
It must be clear to the new employee what is expected of them during their probationary period. This will include:
Clear job outputs, i.e. what the new employee is expected to achieve during or by the end of the probationary period
The standards or measurements that the employee’s performance will be assessed against
Any agreed development activities
The relevant standards of behaviour, e.g. when liaising with clients or colleagues