Welcome back. We talked about how to formulate the behavior of your organizational values. And why those criterias why those six criteria is nice. We'll have a verb hireable, fireable, measurable, trainable and reward double, because this is very much related with how you're going to systemize and ensure the internalization of your organizational values. Because there are four organizational processes that are very crucial that play a very important role in ensuring your culture the behaviors that you want to see in your organization is flourishing. And those those processes one is the recruitment appraisal system, the training and the Development and reward and recognition.

We're gonna go into each and every one of them after this, but the first one I want to talk is the recruitment process. When it comes to building a culture, recruitment process is the main gate of the culture that you want to build can be effective and can be sustainable is the first gate is the main gate and first gate in building a culture. Why? Because statistically, in general, when it comes to an organization, let's say you can, you can categorize, you can categorize employees in your organization into three different categories. One is employees that are, actively, actively engage. And then there are employees that are just You know, neutral or just engaged but just you know transactional, just neutral and then there are employees that are actively engaged and these are the bad virus in the organization.

Yeah generally what happened in most organizations, their employees especially when they already have 21 employees or more their employees, the majority of them are here approximately 60 to 70% are just transactional and around 15% are here and around 15% are actively disengaged. This is not in every organization but a typical organization in most organizations are like this and If it's the same with your organization, maybe it's something that you can reflect as well. So the majority of the employees are here, they're just working because they need to do it the because not because they're excited or passionate, because they really want to do it. And this, of course, we cannot point the finger only to recruitment or because we record the revenue. It can also be because what happened after the recruitment as well, of course, but again, like I said, recruitment is the main gate on building your culture.

Of course, what we want is everyone to be here actively engage. But that's not the case. Well, in that case, let's let's focus on recruiting the people that have an alignment with the values that we want and behaviors that we want to see in our company in our organization. Yes, but what if the organization is already running and we already have in employees that are actively engaged, just neutral, transactional and actively disengaged. And there is always because culture is contagious, as I'm sure you can you have experienced as well. If the environment in the organization, most of the people are actively engaged, then this this actively engaged employees can influence those who are neutral to go up here to become actively engaged as well.

However, those who are actively disengaged can also influence this big chunk of employees that are just neutral that can they can also influence them to become actively disengaged because culture is contagious. So there's like a polarization, like one is pulling this the biggest part of the employees once put into this direction so How do you do it? Well, later we're going to talk about this when it comes to the other part talk about appraisal. But going back to recruitment, here's the dilemma. When it comes to recruitment, and ensuring a culture in an organization, a lot of organizations when it comes to recruiting talents, they tend to look only based on their the candidates technical ability or competencies without checking whether the candidates values are aligned or not with the values of the organization. And I can tell you this, whenever you recruit someone whose values isn't aligned with your organizational values, it will have a negative impact on you.

Your culture and to your bottom line as well to your financial condition as well. But I'm talking about long term, not just short term, because when we talk about culture, you need to have the same mindset with me, we need to return something, something long term, not short term. So I can guarantee 100%. Whenever you recruit someone whose values isn't aligned with the organizational values, it's going to affect your financial condition negatively in the long term, not in the short term. Why? Let's let's first give let me talk about, about the dilemma that a lot of organization have.

Let's say, now we have a candidate. Yeah, let me put in this four quadrants. Over here is a candidate who's a high performer and value his or her values are aligned with the organizational values. So we without thinking even further, of course, we want to take this person Yeah. Welcome aboard. How about this one low performer and values are not aligned.

Okay, say goodbye for now I'm gonna take this person Oh, by the way, when I said values are not aligned doesn't mean the person is bad or anything, it's just their values or just doesn't fit doesn't fit with the organization. And then we have this some who's not a high performer, however their his or her values is aligned with the organization. Someone like this is someone that you can still coach that you can still help them develop to become a high performer. So you might not doesn't mean you have to but you might want to take this person you might depends on what the other candidates as well. However, the biggest dilemma is here, when the person is a high performer, but his or her value is not aligned. With the organizational value, especially when there's an urgency, there's a big an urgent need, let's say you need a programmer urgently in the in the organization, and then you get a candidate who's a fantastic programmer, fantastic programmer.

But during the recruitment process, you you found out that, let's say his or her values are just like, totally not aligned with with the organization. So the demo well, but he is a great performer he can deliver in the short term, yes, he will deliver he or she will deliver. Yeah, but how about in the long term? Let's talk about that further. So, if your organization is an organization that really wants to sustain the culture, then this is not even a question it should not take you longer it should not take you to think twice to say no to this candidate. Because like I said, in the long term, again, the mind As long term in the long term, this person for sure will negatively impact the culture and also your bottom line as an organization.

Why? Because when you take a person in this criteria, yes, maybe in the short term he or she will deliver. But what happened in the long term, let's say, this person has is leading a team has some staff, the staff will start to have some conflicts, because the misalignment with the values with the working principles, because values are basically working principles as well. Eventually, the the environment is no longer conducive. And then their staff can start their productivity can start to decrease. And then they might even leave what happened when when their staff leaves when his or her staff leave.

So you need to recruit another person. And that's cost for the organization. It costs money. It costs time costs energy, that's all money, my friend. Or maybe that person that that you recruit the leader, actually is the one who's actually leaving the organization. That's also another cost as well.

What happened if nobody leaves the organization, again, after a while, in the long term, if the culture does not fit, if the values or behaviors do not fit, eventually they will, they will start to feel uncomfortable being in that environment. And again, that will decrease their productivity as well. So that's also cost for the organization. That is why I said in the long term, again, we're talking culture something long term in the long term, recruiting someone whose values are not aligned with the organizational values will definitely for sure 100% affect the culture negatively in the long term and even affect the financial condition negatively as well. So an organization It's there is committed to ensure and build their culture will not think twice to say no to this candidate. Why?

Because when this person enters maybe at first that person can be here just neutral or maybe even here, but after a while, not feeling comfortable with the the environment, they can go here from actively engaged us to be here or even become actively disengaged, and it becomes a virus and it's contagious, it's affecting the other employees as well. So, it is very, very, I'm not gonna say dangerous, dangerous means it's only focusing on the negative side, but it's very important because when you recruit someone who's here, or at least here and then you develop this, this person, that person can go up here and it can also affect other employees effectively, in a positive way as well. So, again, recruitment is the most gate, the main gate on how you build the culture that you have designed. However, how can you know whether the candidate or the the person that you recruited is actually aligned or not with the culture that you want to build, if you never know if you never design the culture, that is why we talk first about how to formulate how to design the culture.

And then how you incorporate the behaviors that you have designed as part of your culture, the blueprint of your culture into your recruitment process, it means that the recruitment process besides considering the technical ability, the competencies of the candidate, it also need to it also needs to consider the alignment. It also needs to check whether the person that Candidate also have an alignment when it comes to the values of the organization or not. So, that's about recruitment. That is why it's very crucial to ensure your recruitment process is not just checking on technical ability, but it also becomes a value based recruitment. On the next video, we're going to talk about the other process. I'll see you in the next one.