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talent & culture report card

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Your company’s ability to find and keep people is based on much more than your recruiting tactics. It’s dependent on several interrelated factors. Take this brief quiz to help identify areas of strength and opportunity within your organization’s human capital strategy.
Cultural Alignment & Engagement Strategies*
- Our culture is a topic of conversation and something we have a desire to optimize, but we’re not there yet.
- Our CEO leads the charge and representatives from throughout our organization take part in designing and overseeing our company culture, ensuring that the reality of our employee experience is aligned with our core values.
- We don’t think much about culture and haven’t had to work to understand or define it – it is what it is.
Leadership Development*
- Managers often feel threatened by talented people and avoid hiring or promoting them.
- Managers have had some training in leadership best practices, but there is not a system or process to ensure consistency of employee development.
- Managers are trained in coaching, mentoring, and effective feedback and show their commitment to developing employees by implementing the best practices they are trained in on a consistent basis.
Employment Branding*
- We utilize social media as a core component of our employment branding strategy by posting employment brand-related content consistently, interspersed with advertising our job openings.
- Our company has little to no social media presence – we do not consistently monitor Glassdoor, nor do we consistently post on social media.
- Our company has some social media presence, but little to none of it is dedicated to our employment brand – we post marketing content for our customers, but very little for prospective employees; we rarely if ever advertise our job openings via social media.
Strategic Recruitment*
- Our ability to attract and recruit the right talent for our hiring needs is a significant challenge that is negatively impacting business outcomes.
- We have strong candidate pools to select from for our open positions, and are able to attract and recruit the right talent for our needs in a timely manner.
- We can usually attract and recruit people for our open positions, but it takes longer and/or costs more than it should.
Assessments*
- Some of our job candidates complete a pre-hire assessment, and though the data may be used within the hiring process, the assessments don’t play a role once an employee is hired.
- Assessments have helped us create a common language within our organization and the data gathered from our assessment(s) help us inform our hiring process and are also used regularly within employee coaching and talent planning.
- Our organization does not use any type of assessment data to inform hiring decisions or talent planning.
Candidate Selection Strategies*
- Our hiring teams follow a structured and consistent interview process that enables them to properly evaluate job candidates based on hard skills as well as culture fit by use of behavioral interview questions aligned with best practices.
- We do not know how to assess a job candidate on their ability to do the job and fit within our company culture.
- Hiring managers are typically able to assess a job candidate on their hard skills and ability to do a job, but struggle to assess for culture fit.
Effective Onboarding*
- Our new employee onboarding program includes some focus on integrating the employee into our culture, but we don’t know how effective our efforts are and don’t have feedback on the new hire experience.
- We can confidently answer the question of how a new hire experiences our organization and culture within their first 30, 60, and 90 days, and know that the onboarding experience is a positive one and properly integrates the new hire into our culture and their role.
- We don’t know how a new hire experiences our organization and culture within their first few months with us – the necessary paperwork and training gets done, but there’s no strategic focus on integrating them into our culture.
Systems & Processes for Efficiency*
- We have an Applicant Tracking System that is optimized to help us manage recruiting and report on key metrics; an online or computer-aided onboarding system to help us manage new employee tasks and paperwork; and a system that enables us to capture employee feedback to help us measure and manage company culture.
- We have no formal systems/databases to help us manage recruiting, onboarding, or company culture via employee feedback.
- We have systems/databases that somewhat support recruiting, onboarding, and/or company culture, but they are not optimized or some components are missing.
Compensation*
- We have no structured compensation philosophy; compensation decisions for new hires are made on an ad-hoc basis with little to no informing data.
- Some market-based compensation data is used to inform compensation decisions for new hires.
- We evaluate market-based compensation data regularly to inform and revise our overall compensation philosophy as needed, to ensure we’re able to attract and retain top talent.

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“We are in a niche industry and it’s challenging to find the right people with the right skillset and distinct cultural fit.”
Teresa Charles VP Human Resources, APR

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