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Company Culture: How and What to Ask Your Interviewer

Company Culture: How and What to Ask Your Interviewer

Today we’re going to explore seven questions to ask about corporate culture, along with an explanation of what makes them work.

Consider asking a few of these on your next interview:

1. If you could describe your corporate culture in three words, what would you say? This question accomplishes several goals. First, it’s creative. That positions you as a thinker, not just another resume. Second, it challenges the interviewer to boil down the essence of their workplace in only a few words. Finally, your interviewer’s response isn’t as important as how she responds. Watch her body language. Check her posture. And keep an eye on her facial expressions. Look for consistency between actions and words to get the true description of the culture. Because someone’s body never lies to you.

2. If you were going to give public tours of this company, what stops would the guide make? This is another creative question to challenge your interviewer. What’s more, her answers will represent the “greatest hits” of the company’s culture. This delivers invaluable insight into what they perceive as the leading attributes of their company. After all, you wouldn’t make it a stop on the tour if it didn’t symbolize a core component to the company’s culture, right?

3. If the local paper were going to run a four-page article about your company’s culture, what would be impossible not to include? Creative, challenging and counterintuitive. Also positions you in a positive light, regardless of the answer. And, similar to the tour question, this allows your interviewer to put her company in the best light. The secret is, by suggesting a newspaper article it reveals the parts of the company’s culture that she would want the public to know about. Transparency is key.

4. What’s the best part about working in this environment that I won’t be able to see from just a walk around the office? This question digs deep into the true value of working in a particular company environment. You learn the culture behind the culture, as some workplaces are quite different once you’ve been employed there for a few months. This might be helpful in eliciting a little candor in your interviewer about the reality you’d be working in. Sometimes culture is hard to discern from a brief walkthrough or few weeks of work.

5. What are the most common complaints employees make about your company culture? Although you want to keep your interview as positive as possible, throwing a monkey wrench into the interview gears might not be a bad idea. Especially because it’s an unexpected question. The cool part is, by discovering the negative aspects about a company before working there, you know what to expect. Like visiting Portland during wet season (September through May) before deciding to move there. At least there’s no sugar coating.

6. May I speak with a few of your veteran employees or new hires? Some companies will already schedule this experience into the interview process. On the other hand, some companies will not allow you to contact existing employees. Either way, asking such a question — and, if you’re lucky, getting an affirmative answer — will provide the best insight into corporate culture, as it comes from a team member himself. If you can make it happen, you’ll be glad you asked. Because behavior is the broadcaster of attitude, and attitude is the reflection of culture.

7. What do you love best about the culture here? Finally, try getting personal. Find out what brings your interviewer back to work every day. Find out what prevents her from leaving the company and going somewhere else. This example is your best tool as a “final” question to ask toward the end of the interview. Just be sure not to ask it too early. Wait until you’ve created a connection and built rapport with the interviewer. That way you’ll be guaranteed an authentic answer. Remember: Company culture is everything. You can’t work where you don’t fit. Ask a few of these questions on your next interview, and you’ll be sure to find the organization that’s the right environment for you.

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Undercover Boss?!?

Undercover Boss?!?

A new CareerBuilder survey indicates that some American workers have about as much chance of properly identifying their CEO in a lineup as they do of winning the Hunger Games…but does it matter?

CareerBuilder recently surveyed more than 7,000 full-time workers to find out how well American workers know senior leadership at their organizations. Results indicate that while most workers have met their CEO, many don’t even know what he or she looks like.

Here are the highlights from the survey:

40 percent of American workers say they’ve never met their CEO in person.

21 percent don’t even know what their CEO looks like.

Only 35 percent of workers can name all of the C-level officers at their organization, while an additional 21 percent can only name some C-level officers.

68 percent of workers don’t know how much their company generates in revenue each year.

What your employees don’t know (about the CEO)…Can it hurt?

According to Rosemary Haefner, vice president of human resources at CareerBuilder, visibility is key to employee engagement. “Employees realize their top leaders can’t know everyone on a first name basis, but they do expect their leaders to be a public symbol that embodies the organization’s values,” she says. And while it might not be feasible to give one-on-one time to every employee, finding a way to connect is an important part of the leadership puzzle. “Leadership from the C-suite can be a difficult balance.

The CEO and, in some cases, other senior leaders are the face of the company both internally and externally. Meaning, they need to find a level of accessibility that allows them to connect with employees, while on the other hand, dedicate the necessary time for building relationships with outside stakeholders,” Haefner says. “How I stay connected” | Insights from the CareerBuilder Leadership Series We gathered thoughts from various industry leaders on how they connect with employees at every level – and why establishing such a connection matters.

Here’s what they said. “It is difficult in a large company to have one-on-one relationships with all employees, but I find doing brown bag lunches and skip level meetings pay back immensely. It is great to know the people who are working hard every day for your success and let them know who you are as a person, not just a figurehead.” – Gregg Kaplan, President and COO of Coinstar

“Whether it be through pre-shift meetings, individual one-on-one meetings, sharing individual guest experiences, or technological communication, our managers live ‘The Message’ and do what they can to ensure our employees have a great experience. When the employees feel valued and respected it rolls right to our guests.” –Rick Frederico, Chairman and Co-CEO of P.F. Chang’s China Bistro, Inc.

“I encourage Sabre employees to follow me on Twitter and subscribe to my blog so they are informed regarding the direction of – and what’s going on within – the company.” –Philip P. Jaurigue, President and CEO of Sabre Systems, Inc.

“One thing I enjoy is the lunch and learn sessions we host. We go out into the field, give short sound bites of what’s going on the in company, then go around the room to hear from employees. It’s a great way to get a pulse of the organization.” –Maritza Poza-Grise, vice president of DuPont Human Resources

“In the first two years in my role, I visited over 200 facilities to allow me the most informal way to actually meet our caregiver teams. I met with as many people as I could, and I tried to get them to tell me what was on their minds. It was extremely valuable for me; and I felt that I really developed a special relationship with the employees I talked to.” – George V. Hager, Jr., CEO of Genesis HealthCare

“Senior management travels a lot to our regional and local offices; we’re very active in the business and strive to understand what our team faces every day in providing services to our customers. We’re always out there, kicking up dirt and turning over rocks to help uncover opportunities with our employees.” – Jeff Pederson, President of CORT Business Services.

How does senior leadership stay connected with employees at your organization?

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