culture fit report chris huffman - am i job ready?€¦ · 5 formal vs. informal formal neutral...

Culture Fit Report

Chris Huffman

Chris Huffman20 November 2015

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Dear Chris

This confidential Culture Fit Report uses your responses to the 16PF® Questionnaire to identify

your organizational culture preferences. In order to find the right fit at work, you not only need to

find a match with your interests and skills, but also find a match with your social needs, personal

values and motivational drivers.

Get started with three simple steps:

Step 1: Understand your company culture preferencesYour preferences are categorised in five key areas:

b Formal versus Informalb Conventional versus Innovativeb Hierarchical versus Flatb Collaborative versus Competitiveb Open versus Political

Step 2: Determine what other factors are most important to youIn addition to the elements of company culture listed above, other factors that are crucial to

consider include:

b Ethics, Morals and Valuesb Recognition and Rewardb Work-Life Balanceb Development, Training and Progressionb Charity and Community

Step 3: Take Actionb Part 1: Discover how to assess an organization’s culture.b Part 2: Find out how well the companies you are considering will meet your needs

using our culture-match exercise.


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Introduction

When reading your results it is important to consider that:

The personality results are based on your description of your own personality and behavior,not how other people see you. The accuracy of the results is therefore dependent on youropenness in answering the questionnaire and upon your level of self-awareness.

The results are compared against those of a large group of people who have completed thequestionnaire.

The results of the questionnaire are generally valid for 12–18 months after completion, orless time if you undergo major changes in your work or life circumstances.


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Step 1: Understand your preferred company culture

An organization’s culture is a composite of the common values, attitudes, standards,policies, performance and actions of management and employees. There are several typesof organizational culture, and the following pages of this report explore some of the keycategories.

When thinking about which cultures most appeal to you, remember that cultures may vary,even within the same organization; e.g. the culture of a finance team might be quitedifferent to that of a sales team.

The graph below summarizes your culture preferences. The highlighted box indicates yourpreference in each aspect of company culture. If the middle box is highlighted for aparticular aspect, it means that you might be comfortable in either type.

Your Culture Fit Preferences:

Preference Neutral Preference.

Formal Neutral Informal

Convenional Neutral Innovative

Hierarchical Neutral Flat

Collaborative Neutral Competitive

Open Neutral Political


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Formal vs. Informal

Formal Neutral Informal

Formal

Formal organizational cultures have set rules and codes of conduct with written company policiesand procedures. For example, employees may be expected to comply with a formal dress code andtraditional etiquette. Work meetings are likely to follow a prescribed agenda and procedure,perhaps with some formal rituals or conventions, and they may be held in designated meetingspaces. When feedback is given on the work performance of employees, it is likely to be part of adefined process. Structured performance reviews will occur where your progress and developmentis monitored and documented. Formal cultures have a greater value for convention than forindividual self-expression.

Formal cultures are typical in legal professions, the military, and traditional schools.

Informal

Informal cultures have more relaxed rules and codes of conduct. Employees may dress moreinformally, adopting a smart-casual dress code, or even dressing in a manner of their ownchoosing. Office etiquette and forms of addressing colleagues are less formal. Work meetings oftentake place in defined meeting spaces, but most conversations are impromptu. The same themeapplies to feedback: it is usually given as part of a defined process, but it is also acceptable to giveit impromptu. Informal cultures place a greater value on individual self-expression.

Informal cultures can often be found in organizations such as start-up companies andsmall businesses.

You have a laid-back attitude towards rules, regulations and procedures, and mayfeel the need to bend rules when they feel restrictive or strict. You are likely to enjoyenvironments that allow for more autonomy and flexibility.


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Conventional vs. Innovative

Conventional Neutral Innovative

Conventional

All organizations have ideas, knowledge and “know-how”. In more conventional cultures,however, you will find established methods and procedures. Employees generally accept certainstandards, social norms or principles. There is less scope for creativity as the majority oforganizations that adopt conventional culture are there to provide a service, product or functionthat is already fairly established.

Conventional cultures are typical in mining, farming and some manufacturing companies.

Innovative

Organizations that have more innovative cultures value new ideas and creative thinking, as theiraim is to design and develop original products and services. Innovative cultures want to ensurethat the best ideas are harnessed and translated into new products and services to increaseorganizational growth and performance. Challenging the status quo and suggesting alternatives toalready established methods is encouraged.

Innovative cultures can often be found in large or small companies within the productdevelopment industry, e.g. technology, manufacturing, interior design.

Your responses to questions about change are balanced. This means that your response tochange will depend on the situation. You often take comfort from things that are familiarand predictable; but there are times when you like to experiment or try something new,unleashing your imaginative and more unpredictable side. Therefore when consideringcultures that will best suit you, think about places that may provide this balance.


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Hierarchical vs. Flat

Hierarchical Neutral Flat

Hierarchical

Hierarchical organizations have multiple layers between top level management and employees.Employees recognize defined levels of leadership within the organization, with obvious levels ofresponsibility and authority. Each level within the company will come with certain power andstatus and employees are defined by their position, level of power and pay. Ideas, information andpermissions in a hierarchical organization are often shared through established channels, up anddown the chain of the organization’s managers.

Hierarchical cultures are typical in banking corporations, legal firms and engineeringcompanies.

Flat

A flat organization has no specific levels of hierarchy, so there are few or no levels between topmanagement and workers. Employees are likely to be recognized for their input from any level ofthe organization, not just their immediate manager. Employees are likely to gain moreopportunities for responsibility in lower-level roles as there are fewer defined levels of leadership.

Flat cultures are typical in small businesses that may not have middle management.

You prefer not to be bound by many rules, so you may find that cultures with a clearhierarchical structure feel too inflexible. Cultures that have fewer defined levels ofleadership are likely to appeal to you as this will allow for more flexibility in your interactionswith different areas of the organization.


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Collaborative vs. Competitive

Collaborative Neutral Competitive

Collaborative

Collaborative working cultures exist where employees support one another to achieve commongoals, working together in teams and sharing ideas. Often, employees will be rewarded for teamtargets, as well as individual targets, to encourage and nurture collaborative working.

Collaborative cultures are typical in manufacturing companies, care and health relatedindustries and the education sector.

Competitive

More competitive cultures don’t necessarily force each employee to 'beat their colleague'. Rather,such environments encourage competitive individuals to strive to be better and to do better.Employees in competitive cultures often have performance targets. Achieving such targetsinvolves challenging others and making progress by creating opportunities. Some competitivecultures may encourage individualistic behaviors, and so colleagues compete for rewards e.g.bonuses or recognition.

Competitive cultures are typically found in the finance industry, recruitment sector, theproperty market and sales.

You responded to the questionnaire in a way that suggests you are sometimes assertive andsometimes cooperative, depending on your mood or the situation. Therefore you are likelyto enjoy cultures that offer opportunities to demonstrate individual influence but alsoencourage employees to support each other in achieving common goals.

You are likely to be generally optimistic about people and will tend to trust their motives andintentions. You will usually give people a chance and won't expect them to disappoint you.Therefore you are likely to enjoy cultures that foster mutual trust and respect.

You enjoy a mix of working with other people and time to work independently on tasks orprojects. Therefore environments that create shared goals but encourage autonomy andhave an element of independent working will offer you a satisfying balance.


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Open vs. Political

Open Neutral Political

Open

Cultures that foster openness encourage employees to share information freely, both inside andoutside of the organization. Employees are encouraged to share their ideas and opinions, whichfosters collaborative and collective decision-making.

Open cultures are often found in start up companies.

Political

In political cultures it is likely that information will be shared when it is in the interest of thosesharing the information. In this environment it is common to advocate one's own agenda or view,and negotiate with others so that they accept it. Political strategies are often used to gain personalpower or influence for one’s own team or department, and it is common to encounter thecompeting priorities of different stakeholders. Ideas are often pitched in a way that appeals to themotivations of others in order to gain their cooperation and acceptance for initiatives and pushideas forward. In a political organization, it may be important to build a strong network in order toget your initiatives accepted.

Political cultures are common in banking, law and consultancies.

You are generally open with others and comfortable sharing information freely. Thereforecultures that encourage employees to share information, ideas and opinions freely are likelyto suit your open nature.

Your level of trust in others is typical of most people, meaning that you balance trust withcaution. Some settings or people will evoke more caution from you, and here you willquestion people's motives, or expect them to prove themselves before you are willing totrust them. It is important to think about whether you would find more political culturesrather unrewarding or unpleasant, or whether you would be comfortable in such anenvironment.


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Step 2: Determine what other factors are most important to you

In step 1 of the report you discovered a match between your personality and several aspects ofcompany culture based on your 16PF® personality results. This section looks at additional factorsassociated with company culture that are self exploratory and will help you to determine awell-rounded cultural fit. This section cannot be answered using your results to the questionnaire,as these factors are dependent on your current situation and can change over time, e.g. work-lifebalance may be more important to individuals with children.

Recognition and Rewards

The organization’s values will influence the way in which it rewards its employees. How you wantto be recognized and rewarded in a role depends on your values. If this does not match theorganization’s values, it is likely to result in lack of engagement, low self-esteem, and will in turnaffect your job satisfaction and overall performance.

Rewards can be either intrinsic or extrinsic. Extrinsic rewards are offered in the form of bonuses,promotions or prizes etc. Intrinsic rewards come from within the individual or the job itself. It maybe that your level of productivity and performance is driven by your desire to develop new skills,increase your level of responsibility, or simply your persistence in pursuing the organizationsmission and goals.

Take time to explore the following questions and jot down your thoughts.

List the top 3-5 aspects of a job that motivate you.

On the next page is an example list of motivating factors to help get you started. You may,however, wish to add others to this list.


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b Recognition

b Being able to utilise your skills and knowledge

b Helping others

b Varied and interesting work

b Financial rewards

b Good working environment

b Empowerment

b Autonomy


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Which job aspects might you be willing to let go in order to get most of the things on your‘wish list’ above?

Work-Life Balance

Life balance and personal happiness do not necessarily depend on earning more money and beingsuccessful at work. Other things can have a much bigger impact on your well-being, and are verypersonal.

Take time to explore the following questions and jot down your thoughts.

What makes your life balanced and happy?

Is it important to have opportunities for flexible working?

(Flexible working includes part-time working, flexitime, home-working, job sharing andshift-working.)


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How important is location? What commute would be acceptable to you?

Would travelling and spending time away from home be suitable for you?

Are social activities at work important to you?


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Development, Training and Progression

Whether you’re starting out in your career, or if you’re more established, ongoing training anddevelopment may be important to you. Take time to explore the following questions and jot downyour thoughts.

How important is it that a company invests in your personal training and skilldevelopment? What training are you seeking?

How important is it that a company can offer you opportunities for career progression?


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Charity and Community

When looking for the right organization for you, it is important to consider whether supportinglocal communities, making donations to charities and outreach work is something you wish yourorganization to be actively involved in.

If this is important to you, are there specific causes that you wish to be involved with at work?

e.g. Supporting and building sustainable communities.

Ethics/Morals/Values

Ethics, morals and personal values are intertwined concepts. All three are extremely importantfactors in happiness and engagement at work. Take time to explore the following questions and jotdown your thoughts.

What do you value most highly? Here is a list of values and ethical considerations to help get youstarted.

b Are your values and motivations concerned with helping and supporting other

people, or society?

b Would your principles be compatible with working for a company that promotes

activities such as smoking, drinking, or gambling?

b What religious, political or social attitudes would you find desirable or intolerable at

work?


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Step 3: Take Action

In the previous two sections, you identified your company culture preferences. The next step is toidentify the extent to which the organizations you are considering working for have culturessuitable to you.

Part 1: Assessing Organizational Culture

There are several ways to assess an organization’s culture. The simplest ways are to experience itfirst-hand; or do research into the organization.

The majority of organizations will have information highlighting core values and practices on theirwebsite, which will give you an initial idea of the culture. You can also ask questions during aninterview to discover what existing employees think about the organization’s culture.

Remember, many organizations will also be aiming to find a ‘match’ between prospectiveemployees and their workplace culture, especially since the outcomes of successful culturalmatches are likely to lead to high-achieving and satisfied employees. Therefore organizations arelikely to be open and honest about this as well as making information available and visible toprospective candidates. Remember, it is not just you that has to do all the impressing –organizations have to appeal to you too!

Another great way to assess culture is by getting a feel for the environment yourself. This isachievable if you are invited for interview or to an on-site visit. How do the employees act? Whatdo they do? Look for common behaviors and chat directly with current employees. Ask truthfulopen questions, and they are likely to give honest feedback.

Here are some key questions to ask at your next interview, to help get a feel for the organizationalculture.

b If you could describe your organization's culture in three words, what would they be?b What's the best part of working in this environment?b What’s it really like to work here?b What are the business’ core values?b What skills and behaviors does the organization value?b How would you characterize the majority of employees here?b How do people from different departments interact?b Does the organization support individual training and development?b What are the core working hours?

Remember that most organizations will expect this sort of inquiry during interviews and will behappy to answer your questions.


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Part 2: Culture Match Exercise

Now that you have a better understanding of organizational cultures that suit you:

1. List the organization(s) you are considering applying to

2. List the culture categories that are nurtured within each company

3. Record your culture preferences

4. Identify matches between your culture preferences and those nurtured and demonstrated bythe organizations you are considering working for.

You may find that you do not get an exact match on all your culture preferences, so take time todecide which culture categories are the most important to you. This may make it easier todetermine which jobs to apply for, and may help you decide which job offers to accept or reject.

A worksheet is provided on the next page to complete this exercise. Here is an example:

Organization Organization’sCulture

Other BenefitsOffered

Your Preference Matches Notes

Walker andHarriesPartners

Innovative

Informal

Competitive

Work-lifebalance

Training

Innovative

Informal

Colaborative

Innovative

Informal

Work-lifebalance

Walker andHarriesPartnersoffers flexibleworkinghours andon-sitefacilities suchas a gym.

Ask abouttrainingopportunitiesat interview.

Ask abouthow thecompetitiveculturemanifestsitself in everyday work andconsiderwhether Iwould feelcomfortablewith that.


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Organization Organization’sCulture

Other BenefitsOffered

Your Preference Matches Notes


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What's Next?

Now that you are more aware of your cultural preferences and other important factors associated

with a happy work life, take time to summarise your findings and think about your next steps.

This report has covered:

b your company culture preferencesb other factors that you should consider (such as pay and ethical values)b assessing the culture of an organizationb comparison of your preferences with the culture of an organization.

Take time to jot down your thoughts on the following questions:

What have you learned about yourself?

How will you apply what you have learned from this report?

Finally, check the PAN's 'Resources Page' for any further advice and guidance. You will find goodanswers to interview questions, career change ideas and more.

If you have any questions at all about the report or next steps, do not hesitate to contact us at

[email protected]. We are here to help and support you!

Good luck!


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Performance Assessment Network11590 North Meridian StreetSuite 200Carmel, IN 46032

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