Selling Your Culture to New Recruits
Prospective employees aren’t the only ones who need to sell themselves during job interviews. As hiring becomes increasingly competitive, the need for A/E firms to pitch themselves to job-seekers continues to grow. One of the ways your firm can differentiate itself with new recruits—and make sure candidates will be compatible in the long run—is to promote your unique company culture.
First things first
The first step in selling your company culture to new recruits is making sure you actually have one. Company culture is more than offering free sodas in the refrigerator or putting a ping-pong table in the back of the office. It’s knowing what your firm stands for. What’s celebrated in your firm and what’s taboo? What specific types of behavior are expected from your employees? These collective values should be clearly defined in your firm’s strategic business plan along with your firm’s mission statement and a vision of where your firm aspires to be in the future.
Make sure that all employees interviewing job candidates are not only familiar with your firm’s mission, vision, and values, but are actively promoting them. All interviewers should be able to give concrete examples of how the firm lives out its values as well as specific details about how job-seekers in their prospective roles would be able to help the firm carry out its mission and fulfill its vision. Keep in mind that the hiring process is a window into your company’s culture and reflects how strongly you value communications, honesty, and quick decision-making.
Having a well-defined company culture will not only help sell your firm to new recruits, it will aid in making hiring decisions. Knowing that prospective candidates are cultural fits could be more important than their skill sets, since skills can be developed through training.
the next you
Finding Hidden Leadership Potential in Your Firm
While most A/E firms were started by entrepreneurs, it’s common for owners to populate their companies with pure architects and engineers who lack the desire to become the future leaders and stockholders of the firm. This is the reason why many owners find themselves forced to put their A/E firms on the sales block rather than execute an internal ownership transition.
The big three
Offer training that develops behavior sets in younger employees to help them make the transition to leadership. Make sure your next-generation leaders learn about the three simultaneous agendas they will need to be thinking about at all times—sustainability, serviceability, and survivability. Sustainability requires leaders to ensure the resources of the firm—be they human or capital—are not being burned out or underutilized. Serviceability demands that the firm is producing value for its clients, and survivability compels leaders to determine whether the firm is producing enough growth and profits to take care of both today and tomorrow.
A guide to help you better understand how AE firms are valued and – perhaps more importantly – what you can do to build value now.Read Newsletter