Organizations knew the impact of culture on recruiting and retention prior to the pandemic but are now forced to recognize its importance. Candidates now expect more from companies and have the options to turn down those that fail to impress them. Sure, they want higher pay, but even more than benefits and perks, employees want a culture where they feel respected and supported by their leaders, and they want those leaders to live out the core values of the company. Major companies are have begun promoting their company culture to both attract and retain.
It’s about creating a culture that attracts the best talent. If you create a great culture, they will come and you will hire faster and better. Instead, make sure you create a great culture and work hard day in and day out. If your company doesn’t follow what the company preaches, any efforts you make to create and maintain an attractive corporate culture will fail.
Pre-Pandemic Awareness of Culture’s Impact on Recruiting and Retention
Before the onset of the COVID-19 pandemic, organizations were already cognizant of how crucial a role culture plays in recruiting and retention. Elements like a positive work environment, transparent communication, and a sense of belonging were deemed important but not necessarily urgent. The pandemic, however, has acted as a catalyst, compelling companies to reevaluate and prioritize their cultural values.
The Pandemic-Induced Shift in Employee Expectations for Recruiting and Retention
The pandemic has altered not just our work modalities but also our expectations from employers. Candidates are now seeking more than just a job; they are in search of an enriching experience. While competitive salaries and benefits continue to be important, the organizational culture has gained unprecedented significance. Employees now desire a culture where they feel respected, supported, and valued, expecting leaders to manifest the company’s core values in their actions.
The Luxury of Choice and Its Impact on Recruiting and Retention
In the current competitive job market, candidates have the privilege of choice, enabling them to decline offers from companies that don’t meet their cultural expectations. This places the responsibility squarely on organizations to align their actions with their stated values. Failure to do so will not only hamper recruiting efforts but also affect retention of existing talent.
Leadership’s Role in Shaping Culture for Recruiting and Retention
Leadership is instrumental in shaping and sustaining an organization’s culture. Leaders serve as more than just figureheads; they are role models expected to live out the company’s core values. Their actions set the standard for acceptable behavior within the organization. If leaders fall short in embodying these values, it can have a cascading effect that jeopardizes the entire culture, thereby affecting both recruiting and retention.
Strategic Promotion of Culture for Recruiting and Retention
Acknowledging the significance of culture, major corporations have initiated active promotion of their organizational culture as a part of their branding strategy. This is a calculated move aimed at both recruiting and retaining top-tier talent. Companies are investing in internal programs, training sessions, and initiatives that nurture a positive work culture, while also utilizing social media platforms to broadcast their cultural ethos.
The Ongoing Effort Required for Cultural Maintenance in Recruiting and Retention
Creating an appealing culture is not a one-off task; it demands ongoing efforts. Organizations must consistently evaluate their culture, solicit employee feedback, and implement necessary changes. This continuous commitment is essential for creating and maintaining a culture that is effective in recruiting and retaining top talent.
The Bottom Line on Culture’s Role in Recruiting and Retention
In summary, the pandemic has thrust the importance of organizational culture into the spotlight, especially in the context of recruiting and retention. Companies must now redouble their efforts to meet the elevated expectations of job seekers who are looking for more than just financial incentives. They seek a culture where they feel respected, supported, and valued. Failure to adapt to this cultural shift could result in losing top talent, thereby affecting long-term success and competitiveness.
By understanding and adapting to these new cultural dynamics, companies have the opportunity to not just survive but thrive in a post-pandemic world. It’s no longer solely about offering higher salaries or additional benefits; it’s about cultivating a culture that resonates with people, encouraging them to join, stay, and contribute their best to the organization.
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Trent Cotton is a highly accomplished leader and strategist with extensive experience in organizational development, talent management, and business operations. With a strong background in HR leadership, he has a proven track record of designing and implementing innovative HR programs that drive employee engagement, retention, and business performance.
As an experienced executive, Trent has worked with some of the world’s leading companies, where he has led and supported HR initiatives across a broad range of functions, including talent acquisition, workforce planning, diversity and inclusion, performance management, and employee relations. He is also highly skilled in HR technology implementation, data analytics, and HR process improvement, helping organizations to optimize their HR operations and drive business results.
If you follow his blog http://www.sprintrecruiting.com or have read his book, Sprint Recruiting, you would experience his raw communication style, his ability to build and lead high-performing teams, and his strategic mindset. He is passionate about creating workplaces where employees can thrive and grow, and he is committed to helping organizations leverage the power of their people to achieve their business objectives.
In addition to his professional experience, Trent is actively involved in his community and has served on several boards and committees supporting education, workforce development, and diversity initiatives.
In his free time, Trent has written two books: “The 7 Deadly Sins of HR” and most recently, “Sprint Recruiting”. He will be releasing “The High Performing Recruiting Team” in the fall of 2023 and “FutHRist” in 2024.
He’s an active participant in the HR Industry and is asked to participate in roundtables or provide keynotes for many organizations. His blog Sprintrecruiting.com reaches thousands of readers and provides unique insights on a range of recruiting topics.