Cultural Fit in the Recruiting Process: Decrypt the motives and personality of the applicants

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More and more is gaining in recruiting that applicants and Company in terms of suitability, personality and values ​​should fit together - Cultural Fit. But how can this be achieved?Cultural Fit in the recruiting process: motives and personality of the applicants decode power01

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Benjamin Schulz Benjamin SchulzBenjamin Schulz is an identity and marketing expert.


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Recruiting processes: Man, a standard model?

The paper fits exactly in the printer. The bratwurst does not slip through the grate when grilling: Much of what goes smoothly in our everyday lives, we owe standards. And with standards, Germans do not bother us.

We owe the respect that German products enjoy worldwide to such standards and their meticulous implementation in the production process.

Application process: the limits of standards and norms

But success makes us blind to what standards can and can not do. While they can be easily transferred to products and services, the whole thing is rather difficult for people. There are no people off the rack - we are complex beings.

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In application procedures, the professional competence of the candidates is generally inquired. But only when bosses and personnel managers decode the motives of the applicants, it is possible to occupy positions accurately.

Personnel selection: Do not press people into stencils

Nevertheless, if people are pressed into templates, as is often the case with assessment centers, success often lapses. Only when the individual life motives of the human fit for the job, a long-term successful match is found.

The life motives provide information about what is important to the individual, why he acts like and what he strives for. They are very likely innate and unchangeable. Therefore, it is important to consider them in the recruitment, development and evaluation of employees.

Find suitable candidates: Motives show what is important to us

To do this, the candidates' internal impulses must first be decoded, for example using the Reiss Motivation Profile (RMP), a motivational psychology diagnostic tool developed by American psychology professor Steven Reiss.

The RMP does not focus on the behavior or talents of a candidate, but on what motivates him. The analysis is based on a total of 16 motives, such as the pursuit of power, relationships or recognition, which, although basically all human beings, but in different intensity.

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Motivation of the Applicants: What do Inner Impellers look like?

For example, people with a strong power motive can assert themselves well. They are sometimes a bit more authoritarian in their performance, performance-oriented and responsible and fit well in a leadership position.

On the other hand, people with a low need for power would rather take less responsibility and rarely give advice or instructions. They are better off in the team than on the executive chair.

Personality of the candidate - an imponderable factor?

In the compatibility of the motives of an applicant with the job profile is the challenge for the German human resources. However, although the candidates' internal drivers play such a crucial role, most recruitment procedures currently ignore them.

From the written Casting up to the elaborate assessment center - as a rule, recruitment procedures, especially of large companies, concentrate on the technical skills. Although diagnostic tools ask for emotional stability, contact ability or willingness to perform in terms of personality, in the end they still judge competencies, albeit social ones.

Robot recruiting draws conclusions about the personality

Even the new application procedure "Robot Recruiting", which uses Artificial Intelligence to review texts and discussions using algorithms in order to draw conclusions about the behavior or the qualities of an applicant, neglects the motives for life of the candidates.

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In contrast to the job interview, where personnel managers get a first impression of the candidates' personalities, this comes under the microscope in fully automated AI processes. It remains questionable whether the costs invested in the development of such processes will really pay off compared to the thin results they deliver.

The personality makes the difference!

In particular, the recruitment of executives can hardly meet standardized procedures in personnel selection. To run a business requires people who are not trimmed on line; Authentic character heads, living their own visions and values, making the company fit for the future and not shying away from advocating and taking responsibility.

Worker is just interchangeable, not personality, Marx already knew that. The personality makes the difference! Why should two people with the same abilities and the same level of experience otherwise act in the same situation, sometimes in the opposite way? It is all the more essential to correctly grasp candidates in their personality.

Personal Assessment: Designing instead of managing

If a new employee has signed his employment contract and has meanwhile successfully integrated himself, then the standardized personnel assessment continues. Not only in recruitment, but also in personnel controlling, some HR departments are still happy to set standards. Finally, these scientifically substantiate the decisions taken and thereby provide more objectivity.

But what do such figures actually measure in the context of personnel appraisal? In fact, such numbers are quantity data (number of employees), event data (such as absences), performance data (eg, turnover per employee), cost data (such as company pension), and the like.

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Cultural Fit: Occupy people according to their motives

The real personality disappears easily behind such ratios. Instead of talking about salaries and their graduation in the staff discussion, it would be more helpful to put the motivation of the employees in the foreground of the conversation. The salary is often only half the battle. If one leaves the creative power of the individual in the course of working life unused, stunt his talents and that creates frustration. What follows is "service by regulation".

But those who do what they passionately burn for is not only fulfilling, but also prefers to work, is less at risk of burnout and works more effectively. Quality arises through genuine motivation. And for this, humans only need one thing: the right situation for them.

Conclusion: It takes in the personnel selection head and heart

While corporate leadership is the company's core, HR is the heart and soul of the company. Ideally, not only talents are born here, but also discovered.

If recruiters succeed in hiring employees according to their motives for life, and in human resources development to promote individuals according to their drivers, then success is achieved - for the individual and the entire company.

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