What can Tim O’Shaughnessy, the 29-year old CEO of Living Social, teach us in HR? When you are the captain of a two-year old company that expects $1 billion, yes $1 billion, in revenues this year and has 3500 employees…plenty.
- Keep your hiring process right. Make sure you are getting the people who can live your company core values and culture.
- The company’s hiring process includes interviews with the hiring manager (of course) as well as people on the team that the potential employees would be working with if hired. In addition, a person from another group, who works with that team, interviews the candidates and has veto power. Lastly, someone is responsible for interviewing for culture fit and also has veto power.
- Living Social ensures that everyone lives the values. As in many organizations, the value lists are hung on walls around the company. The keys to success are providing tangible examples and recognition for people when they do live the values.
- The CEO says that people in the company work hard from Monday to Friday. Since the weekdays are company time, sometimes employees have to stay late to finish things. Weekends are for recharging.
So what do you think? Good advice? I think so.
The Core, mission, vision and values, is the centerpiece of your organization. When you hire people who are aligned with the Core, they bring passion and high performance to work each day. Including people, other than the hiring manager, ensures buy-in and fit; the more diverse the interviewers, the better the decision. The precursor to success is to ensure that each interviewer is trained in the interviewing process.
How many organizations have values nailed to the wall (probably covering the holes from the last list) and on the Home Page on their intranet? Until they are explained in behavioral terms and lived, they are just a list. Furthermore, values should be a part of each person’s performance evaluation, another reason for the need to define them in behavioral terms.
O’Shaughnessy’s last point of working hard during the week and regenerating on the weekends emphasizes the work-life balance that younger generations are looking for as they search for the right organization. More employee turnover is caused not by a lack of skills and abilities but by a lack of culture fit.
The bottom line is to take the advice of a successful CEO: (1) Define your organization’s values and culture, (2) hire according to these values and culture using diverse interviewers in the process (3) recognize people who live the values, (4) and remember that your employees need time off from work to regenerate.
Dr. Jane Goldner, president of The Goldner Group, is one of the nation’s leading authorities on talent retention and trusted advisor to Fortune 100 Companies, government and military organizations, and to mid-sized businesses. She is the author of Driven to Success: A 10-Point Checkup for Achieving High Performance in Business, a step-by-step business guide for leaders. Dr. Goldner is a highly rated adjunct professor at Kennesaw State University Coles College of Business. She is a recovering “Everything to Everybody Woman” who focuses on helping other women recognize and address these behaviors.
Dr. Jane Goldner will also be featured as one of the speakers in the Organizational Evolution track at the 21st Annual SHRM-Atlanta HR Conference, October 17-18, 2011 at Cobb Galleria. More information on Dr. Goldner’s session, LEADER UP to Strategically Lead HR Forward is available here. For more details on the conference, please visit our conference website