It was just over six years ago when I entered the doors at HRTMS and began my career as Marketing Director. I was a bit nervous but excited to be part of a growing company and work with people who were truly passionate about what they do. From the very beginning, I felt that my co-workers were more than colleagues and more like friends who I respected both professionally and personally. Working for a company like this was like nothing I’ve ever experienced. We volunteer to help our coworkers on difficult projects, the phrase “good job” is routinely expressed during most every meeting and we are encouraged to express our opinions and expand our working knowledge. And that’s just during the workday.
Outside of work we can often be found enjoying a long hike with our coworkers, at a colleague’s house for a picnic, participating in charity walks, or even traveling hundreds of miles to attend a team member’s wedding. I just recently caught an episode of Young Sheldon where Sheldon was trying to make friends to appease his protective mother. When he went to the library, the librarian handed him a copy of “How To Win Friends And Influence People” by Dale Carnegie. I’m quite familiar with this book as I’ve read it several times. One of the principles reviewed in his book is “become genuinely interested in other people.” This may seem like common sense, but it strikes me as quite common for people to appear interested, while in reality, they are just waiting for a break in conversation to interject. I’m uncertain if my fellow colleagues ever read this book but I can say with complete confidence that when each day starts with a sincere “how are you doing today”, it’s clear we are genuinely interested in each other.
No matter the products sold, or the benefits had, it’s the people that make an organization great. People who care for what they sell, the customers they serve, and the colleagues they work alongside. But not all organizations are so lucky. What are they missing that makes great people want to join their team and lead it into the future? First, a company must be self-aware. Every good relationship guru will tell you that before you can find a partner, you must know who you are, what you believe, and what you expect from others. This same advice applies in business. You must know your company culture, your goals, and what you expect from your employees. Once these things are known, it’s important to be sure that every stakeholder knows as well. This information should be dispersed to every corner of your organization from recruitment methods, training practices, compensation strategies, and yes, to the job description.
Ah, yes, the job description; you didn’t think we’d share an article without bringing up the job description, did you? If you’ve read any of our collateral, you know that we believe that the job description is the centerpiece of everything HR. It is the playbook that details a goal and what is needed to attain it. It also lays out the expectations of the employee and what is valued throughout the organization. Whether the goal is to hire the right person or to retain top talent, a company must know their culture and embed that into every touch-point. Your job descriptions must reflect the goals and expectations of your organization to make sure the people you employ are inline with your company vision. A clear and descriptive playbook that reflects your corporate culture gives recruiters insight into the employees you wish to bring on board and employees a sense of what their job entails. This guide is critical to the success of your people and your organization.
I can’t help but reflect on my good fortune of working for a company whose values align with my own. It is a rare opportunity, yet one that people are constantly chasing. People will not hesitate to leave a company they feel does not parallel their own values, and so it is crucial that every organization is aware of their culture. Organizations must reflect their culture through all practices and processes, and hire people who can thrive in its environment. For when people thrive, so does the company.