Whitepaper Novotus v7 PDF
Whitepaper Novotus v7 PDF
Whitepaper Novotus v7 PDF
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PRODUCED BY:
TABLE OF CONTENTS
Introduction....................................................................................................................... 3
Five Reasons to Refine Your Employee Value Proposition............................................. 4
Reason #1: Because the Culture is the Organization...................................................... 4
Reason #2: Because Culture is the Glue Holding the Business Together....................... 5
Reason #3: Because Someone Has to Get to the Truth................................................... 6
Reason #4: Because a Defined Recruiting Process Must Hinge to Something.............. 7
Reason #5: Because Third Party Help May Be Needed When Scaling Up...................... 8
Source Information........................................................................................................... 10
[2]
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INTRODUCTION
aving a superior
workforce culture and
inviting employment
brand are the
catchphrases of the moment,
touted as the surest way
to win the war for talent.
Without a distinct culture,
companies will fail to engage
employees in a shared journey,
resulting in a negative impact
on profits. And without a
compelling employment
brand, the odds of hiring the
wrong employees shoot up,
causing unreliable workforce
behaviors.
Certainly, there is much
wisdom in the importance of
a cultural alignment between
an organization and its
employees, as well as an employment brand that markets a company as a desirable place to work. The
challenge is authenticitytruly having a distinct culture and convincing employment brand. Most every
company by now has jumped on the bandwagon and articulated a great culture and employment brand.
But, is this the truth or just fancy wrapping? If its the latter, its bound to backfire.
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[3]
REASON
#1
C
ulture is an inherited
philosophy that begins
with the founders
development of
the business. This explains
why two companies in
the same industry selling
the same products in
the same region can be
very different businesses.
Their founders respective
personalities differentiate the
organizations. Each leader
recruits people of similar
substance to work for the
company, who then hire
people with the same beliefs.
Over time, the organization
coalesces into a distinct
culture.
For instance, if a founder
of a company emphasizes innovation as the
management philosophy, this feature will stand
out as a cultural attribute. The same applies to
collaboration or individual performance. When a
new CEO with a different management philosophy
tries to exert it on the organization, it often
fails because employees have different cultural
expectations. Small wonder why so many mergers
and acquisitions are unsustainable.
[4]
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REASON
#2
E
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[5]
REASON
#3
A
uthenticity is so
crucial in defining the
corporate culture that it
cannot be understated.
Ingrained workforce behaviors
coalesce into principles that set
the organization apart from
its competitors. This mindset
can be transformed into the
companys employment brand,
guiding the recruitment effort
to ensure that talented but also
like-minded individuals join in
the business mission.
Identifying and understanding
the culture of the organization
is one of the most important
tasks of talent acquisition
leaders, said Mayeux.
When we come in to help
an organization solve their
recruiting problems, our teams spend a lot of time
first understanding what these problems are. In
many cases, it is due to a misalignment between
the companys management philosophy and its
recruitment strategy.
Why is it important that prospective employees share
in the organizations management philosophy? The
answer is you cant fit a round peg into a square hole.
If someone does not have the same convictions in the
value or the business, theyre not going to expend
the efforts required to make it successful. They will
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REASON
#4
A
BECAUSE A DEFINED
RECRUITING PROCESS MUST
HINGE TO SOMETHING
[7]
REASON
#5
T
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[9]
SOURCE INFORMATION
[i] http://www.towerswatson.com/assets/pdf/2012-Towers-Watson-Global-Workforce-Study.pdf
[ii] http://www.gallup.com/strategicconsulting/161459/engagement-work-effect-performance-continues-tough-economic-times.aspx
[iii] http://www.nytimes.com/2014/06/01/opinion/sunday/why-you-hate-work.html?_r=0
[iv] http://www.gallup.com/strategicconsulting/161459/engagement-work-effect-performance-continues-tough-economic-times.aspx
[v] http://thehiringsite.careerbuilder.com/2012/12/13/cost-of-a-bad-hire/
[vi] https://books.google.com/books?id=_nPvBQAAQBAJ&pg=PA6&lpg=PA6&dq=Department+of+Labor+30+percent+of+the+bad+hire%E
2%80%99s+first+year%E2%80%99s+earnings.&source=bl&ots=Eo4qd10VK6&sig=ZMeRrNRdTKMhB5z4GLWoiqgqR8s&hl=en&sa=X&ei=6
PsOVf_3KIjeoATAy4LQCA&ved=0CEcQ6AEwBg#v=onepage&q=Department%20of%20Labor%2030%20percent%20of%20the%20bad%20
hire%E2%80%99s%20first%20year%E2%80%99s%20earnings.&f=false
[vii] http://thehiringsite.careerbuilder.com/2012/12/13/cost-of-a-bad-hire/
[viii] http://www.deloitte.com/assets/Dcom-Argentina/Local%20Assets/Documents/consultoria/human_capital/arg_hc_global-human-capitaltrends-2014_09062014.pdf
[10]
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