1.12 Hiring and Cultural Fit

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Do curso por University of Pennsylvania

The Power of Team Culture

135 classificações

University of Pennsylvania

The Power of Team Culture

135 classificações

Curso 1 de 5 em Specialization Culture-Driven Team Building

Behind the success and failure of teams lies team culture. But what exactly is culture? How and why does it contribute to success and failure? In this course, you learn how to recognize aspects of team culture of which most people are typically unaware. It is often these seemingly unimportant aspects that have the greatest effect on the outcomes of group tasks. Your recognition of them enables you to form, join and lead teams more effectively. You also come to appreciate the role of ritual and symbols in the daily operation of teams, as well as in situations of change and crisis. Knowledge of the ideas and information in this class enables you to be a better team player and a more effective team leader.

Na lição

Why Culture Matters in Organizations

In this unit, we will begin by defining the "team" and then proceed to explore what enables teams to function, the role that culture plays in every team, and how "habitus" and "cultural fit" could affect our performance in specific teams.

1.1 Introduction1:33

1.2 What are Teams?5:15

1.3 A Closer Look at Culture4:59

1.4 Culture as Cultivation6:15

1.5 Being Unaware of Culture4:34

1.6 Expectations and Realities3:56

1.7 The Little Cultural Things that Matter6:05

1.8 Culture Shock5:35

1.9 Habitus4:23

1.10 Characteristic Ways of Speaking within the Team5:12

1.11 What We Say Versus What We Do5:19

1.12 Hiring and Cultural Fit4:18

1.13 High Culture5:42

Conheça os instrutores

Greg Urban, Ph.D.
Professor
Anthropology

We said earlier that people learn cultural routines.

Here's what one anthropologist who regularly eats at McDonald's reports about

his experience there.

Quote, at a McDonald's that I frequent, the phrases uttered by the salespeople

are just as standard as those of the customers.

If I ask for a quarter pounder, the ritual response is, will that be with cheese sir?

If I do not order french fries the agent automatically incants,

will there be any fries today, sir?

And when I pick up my order, the agent conventionally says, have a nice day sir.

Come in again.

The anthropologist observing the routines seemed at the time to be unaware

that they are the kinds of interactional patterns with customers, or, what we were

calling preconceived routines, that managers at McDonald's Hamburger,

U we discussed earlier, are trained to implement.

They're a part of socially transmitted culture.

My colleague at Penn, sociologist Robin Leidner,

has written extensively about these routines in her book Fast Food,

Fast Talk: Service Work, and the Routinization of Everyday Life.

This brings me to an important point about teams and team culture.

In developing a team designed to achieve specific goals,

it is crucial that recruitment efforts be focused on finding new team

members whose existing cultural orientation fits the culture of the team.

In a business context, those involved in hiring need to look at the cultural fit of

perspective employees with the firm's culture.

Here is an example to bring home the point,

Scott Cawood wrote a PhD dissertation

in the Graduate School of Education at the University of Pennsylvania.

He recounts his first experience of employment this way.

At 16, I entered the workforce as an excited and

optimistic employee at a local McDonald's restaurant.

My position was officially listed as a sandwich associate, which to

me sounded like a good role and certainly one in which I thought I would excel.

But things didn't go as smashingly as Scott had hoped.

I was immediately pulled aside by my coworkers, he wrote, and

line leaders for various things that all fit into the category of,

that's not how we do things here.

The most famous one was when I tried to make the hamburgers more fun by arranging

the ketchup, mustard, and onions into smiley faces when applying the condiments.

My tenure at McDonald's was short lived.

I was fired after two and a half months for being unable to follow the protocols

and for not being a, quote, good fit, unquote.

During my termination meeting, the manager told me that they looked for

a certain type of person who's able to follow directions and

to not take matters into their own hands.

And she added that I was unable to do either of those things.

I should emphasize that Scott went on to have a very successful business career.

He has been president of Synergy, now Optimize,

the largest sales incentive software and services organization in existence.

He has also been vice president for global talent and management at Revlon.

And he has currently at W.L.

Gore, makers of GORE‑TEX on their organizational effectiveness team.

His particular talents and cultural orientation were better suited for

such executive type positions, but not a good fit for

the role of sandwich associate at McDonald's.

Nancy Rothbard, professor at Penn's Wharton School, argues that it is

better to hire based on cultural fit rather than skills or experience.

She says, quote, the question hiring managers should be looking to answer is,

does this candidate's values align with those of the company?

Be they work-life balance, corporate mission, or

how to handle a customer phone call.

And we might add how to prepare a hamburger at McDonald's.

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