Busting The Common Myths In Role Of Culture In Executive Search

We all are quite aware with the concept of cultural fit when it comes to hiring, the executive search firms in India are no different. Culture has great power in influencing individual and even team impacting the performance of the business, this is the underlying reason for the top executive search firms to adopt a more systematic approach for evaluation of culture and its impact.

With the insight on culture, the executive search firms in Delhi or any other location are able to indulge in better decision making and thus improve upon the rate of success with regard to leadership transitions. Thus, in other sense, cultural analysis of the client organisation is both critical and complex for an Executive search company before beginning the search process. In the absence of this analysis, bringing a new executive for an organisation by the executive search firm is like tapping in the dark.

Here are the common myths associated with cultural analysis that Executive search firms are quashing:

Someone 'LIKE ME' Will Be The Best For This Role

Often sameness or likeability is confused with cultural fit. While hiring a new executive, the executive recruiters do consider the individuals who are going to work best in taking the organisation to new heights. However, in order to assess the cultural fit, the executive search firms need to deeply analyze the individual's style and how it syncs with the current culture of the organisation. Thus likeability is one factor, but to deeply understand the culture, assessment needs to be done on the degree to which the individual fit with the culture of the targeted organisation.

Liking Candidate's Style With The Work History

Associating the candidates with the companies they work with is often incorrect. There are certain companies which are hard driving while there are others which are creative. Thus, conflating these attributes with the individual's style, and assuming those as their personal working style is totally incorrect. It is important to segregate what motivates and drives a person from their present organisational culture. This is because an individual might exhibit a personal style just to succeed in one environment even when it doesn't come naturally.