Be Upfront About What Matters Most

By Rebecca R. Hastings, SPHR, July 2007

[ From SHRM's HR Careers Articles ]

One in three workers say their employer's core values are not always consistent with their own, according to a nationwide telephone survey released in April 2007 by CO2 Partners, a Minnesota leadership development firm. Less than half of the 615 respondents (44 percent) said their personal values were consistent with their employer's.

"Management often seems to expect employees to ignore their personal values in favor of the ones posted on the wall," said Gary Cohen, president of CO2 Partners, in a press release. Such an approach may backfire, however.

"When employee values clash with the organization's operating values, the outcome is 'work avoidance'-passive, unproductive behaviors and a silent sabotage of projects and ideas," according to Cohen.

"There is a link between core values and emotional commitment," Cohen added. "Working in alignment with one's values reduces the likelihood of emotional outbursts or unproductive behavior such as gossiping and complaining."

"If you have to squelch part of who you are, you are not going to be your most real self on the job," says Annemarie Segaric, a New York-based life and career change coach, who says there has been too much emphasis on keeping business and personal lives separate. "We are whole people. … In order to be effective, we have to be authentic," she says.

When a company creates a culture that acknowledges that employees are normal people with real lives, employees will be more willing to give their all, to dedicate their time and to be more effective, Segaric says.

But people are not always conscious of their values, she goes on to say. She suggests that HR professionals pay attention to those times at work when they feel their limits have been pushed or they are upset over something. Such circumstances, particularly if they seem to be ignored by the company, offer clues to an individual's personal values.

CO2 Partners provides an online exercise to help professionals identify their values.

Alternatively, Segaric suggests job seekers take some time alone to stop and list three to five priorities in life, for example, spending time with children or being able to express one's sexual orientation freely. "Take those priorities and translate them into values," she says.

Revealing Your Hand
The recruitment process is similar to a dating service, says Maureen G. Henson, SPHR, vice president of human resources at Henry Ford Bi-County Hospital in Warren, Mich. "You need to get everything out there that's really important to you-you need to be very transparent."

"If you're not transparent, you are just setting yourself up to be disappointed later on," Segaric says.

"You should be very direct about things that are core values," says Gail Aldrich, SPHR, an executive coach in Genoa, Nev., and former chief membership officer for the Society for Human Resource Management. Asking questions such as "Is anyone's sexual orientation an issue here?" and "Do people bring their partners to the holiday party?" can help an applicant determine if the company's values are in alignment with their own.

But that doesn't mean a job seeker should share everything that matters to them during the interview process. "You don't want to go in with a list of demands, or have such a strong list of values that you'll be perceived as a problem," Aldrich adds.

"People need to say if something is a deal breaker," Henson says. The trick is in the timing-determining the best time to mention an interest in working at home or having certain time periods free. Ideally, such a conversation will occur naturally, after the company has made its interest known.

Tapping the Source
Before accepting a position with a particular company, Henson says, request a discussion with a peer, ideally in an informal setting, to ask "How do things really work around here?"

Segaric agrees. It's one thing to talk to those who are making the hiring decision and who may be tempted to gloss things over, she says. Potential colleagues, on the other hand, might be more forthcoming.

Segaric suggests asking prospective peers a variety of questions, such as:

• What are the company's values?

• Tell me about the culture here.

• What's it like to work here?

• What does the company expect in terms of work hours?

• How does the company treat people of different backgrounds?

• What importance does this company place on employee satisfaction and fulfillment?

• What does the company do to support its employees in feeling satisfied and fulfilled in their work?

It Never Hurts To Ask
"Ask for the published employee opinion survey," Aldrich says, as another way to gauge the pulse of the staff. It's best to ask when the company last conducted such a survey and then explore the possibility of seeing what the CEO or HR officer shared with everyone. "It's perfectly appropriate to ask for it," she says.

"Ask for data on turnover to determine if they really are walking the talk," says Henson, adding that candidates should ask about the company's performance management philosophy as well.

"Do your homework-Google the company," Aldrich suggests. "More and more, you can find out things on the web with employees blogging about what's going on in their job."

"Get on a web site like Vault.com," Henson suggests, and try to get opinions from vendors that deal with the company.

Actions Speak Louder Than Words
When it comes to work/life balance, Aldrich says, it might be tricky to ascertain real expectations regarding work hours during the interview process. "The parking lot may be full until 8 p.m. every night, and you may need to leave at 6," she says. She suggests identifying the three to five issues that are most important and discussing them with peers from other departments. "People are a lot more willing now to understand that's it's not just about the job," Henson says, suggesting that companies have come a long way toward offering work/life flexibility. After all, she adds, most people have a life outside of work.

"Most employers have become a lot more flexible about work hours, but I think it's important to test the issue because what [the company states in its] HR materials may be different from reality," Aldrich says. "If it's an employer in the area, go by late or early to see how full the parking lot is," she suggests. "Or see if you can schedule one of the interviews at 6 p.m. at night. Whatever the issue is, test it out.

"Why put yourself in a situation where you are going to be miserable?" Aldrich asks.

Rebecca R. Hastings, SPHR, is online writer/editor for SHRM.