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Talent selection and culture of happiness, can we align them?

Goal 150ct: How do we fit a culture of corporate happiness into our personnel selection processes? A happy recruiting is more efficient!

In a dynamic work context (which sometimes even gives a little vertigo) in which rotation is our daily bread and commitment seems like a utopia, the most powerful weapon to defend ourselves is in the selection and recruitment phases. But What are we really offering “out there”? What is the strategy behind it? 

If we are able to establish a corporate culture focused on happiness and refine our talent selection processes accordingly With it, we will have a lot to gain in terms of the commitment, loyalty and performance of our people. Let's go for a spin, will you join us?

Table of Contents

No one is kept here!

If you ask anyone, they will tell you that at the heart of efficient selection processes is the idea of choosing the most suitable person for a given job. If you ask someone a little more conscious, they will tell you that It is not so much about choosing as attracting, and that more than in a specific position, this person should “fit” into the organization as a whole..

That someone will also know how to give you the main reason for this: behind the always feared (and costly) phenomenon of job rotation, there is a lack of “harmony” between the employee and the organization. At that point, why would we want to retain someone who doesn't want to be there? It is worth asking, however, why he does not want to, what has gone wrong and how to resolve it.

This small nuance accounts for an important paradigm shift in the selection and hiring of personnel. He inbound recruiting part of the idea of making the organization attractive to the potential employee; This does not imply “a facelift”, but clearly showing our organizational culture, because a shared culture is the key to employee loyalty.

Happiness, a selection criterion?

When we look for talent we think about training, experience, skills, motivation... And happiness? Like It is a mistake to hire based exclusively on hard skills, so is forgetting the decisive impact of employee well-being on their commitment and performance in the organization. Simplifying the equation: happy employees = better results.

Let's assume that we have already internalized that Good economic results (and the organizational culture behind them) begin in the recruitment processes. Well, we should be clear that, to be real and effective, happiness must be an integral part of our corporate culture. This necessarily happens through incorporate the notion of work happiness into selection processes.

What do we do, do we ask the candidates if they are happy or if they want to be? No, it's more about…

  • Make happiness part of our purpose. We look for this “deep”, eudaimonic happiness in people who want to do “meaningful” things (assume social responsibility, improve themselves, achieve fulfillment, etc.).
  • Pay special attention to the emotional aspects of professional life. We know that we must take care of mental health and enhance emotional intelligence; If we find people who are just as clear about it, great!
  • Propose a strategy focused on caring for people, knowing that they are our most important capital. That is, align what the candidate can expect and what the organization can offer.

No These are issues that we should clearly raise in the selection processes., and of course in the interview with the candidates?

Happiness in the interview: some questions to evaluate our affinity

Speaking of the interview, the key moment for evaluate the affinity between the organization and the candidate, we can include some questions that help us verify if we have the right talent

  • What would your ideal work day be like?
  • What factors count most in your satisfaction as a professional?
  • Do you consider yourself more of an explorer, an organizer or a “solver”?
  • What feelings does the job you are applying for generate in you?
  • What aspects of personal-work balance are important to you?
  • How do you manage your emotions in a work team?
  • What role does work play in your life as a whole?
  • What are your medium and long-term job expectations?
  • What are your non-professional, but vital purposes?
  • What makes you happy at work?

This will allow us find out if expectations regarding well-being are in line (to avoid disappointment or the relationship being cut short prematurely).

How to communicate the culture of happiness in the selection process (and after)

But of course, it is not enough to integrate our culture of happiness into our selection processes; it also has to be known and noticed for that the candidate experience is truly attractive and positive. That is, we must be able to project a proactive employer brand image in terms of workplace well-being.

This means, in our view, the implementation of various mechanisms

  • First of all there is the transparency, essential to start generating trust from minute zero. For example, open days, in person or virtual, help demonstrate assertiveness and an inclusive attitude.
  • Yes you can, involves the staff. They are your best employer brand ambassadors to spread the word and bear witness to how we work here and the real value we place on happiness at work.
  • When you craft the message that represents you, part of honesty and humility with notions like “we are not the best, but we believe in what we do” or “we do not promise the moon and we deliver what we promise.”

Lastly, but equally crucial (especially with the weight of the digital world in the current work context), is having efficient communication tools and know how to handle them well. Platforms recruiting, corporate website and presence on social networks, specific applications, software communication…Everything helps.

Select a talent that makes you happy…

And focus on making your talent happy. Yes, it's a textbook case of virtuous cycle!

By: Happyforce

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