#simon dolan

If Cristiano Ronaldo were an ordinary employee, and Barçaan ordinary company, the Portuguese footballer would not exceed the selectionprocess to work in the culé company.The reason: interviewers would encounter his individualistic personalitydoesn't fit into the corporate culture of FC Barcelona, and would therefore notbe an employee with prospects of permanency in the long run in the team:probably would end up leaving after few seasons, with the consequent cost ofrotation for F.C. Barcelona. With this football parallelism, explains Simon L.Dolan, Professor at the Esade business school, the importance of employees’personality fitting into the corporate culture of the company where they work."When we are looking for a relationship, for something sustainable in time, beyond the physical and sex - compares Dolan-. Similarly, when a company seeks workers they need to find not only talent but a person who can be at ease in the company in the long run, so that talent can flow and come to light". 

It is estimated that in United States and some European countries, up to 75% of workers of the so-called generation (born after 1982) seek actively new opportunities, even if they already have jobs. "We are in the time of absence of labour loyalty: many of them will have dozens of different jobs before reaching age 30 - explains Dolan- and companies must find new ways to attract but also retain that talent." Here comes into play what the professor called career matchmaking, which can be translated as labour pairing: the process by which the encounter between a company and a candidate who are interested in each other but which, moreover, are likely to maintain a long-term relationship because the corporate culture fit with the personality of one and other.

Dolan points out that there is already new software such as Telanto tools, which are intended to promote this pairing, which can also be applied to more traditional selection processes. Anna Fornés, Director of the Fundació Factor Humà, regrets in this regard that only large multinationals with a very strong corporate culture often take into account this aspect when selecting personal. "The company should assess whether candidate aspects such as their values, attitudes, interaction with peers or decision making will fit into your organisation - explains Fornés -. For example, for organisations with rapid change it can be important to assess whether they are a suitable professional". A tool to predict whether this fit will be possible is selection by skills, for example through an interview with critical incidents, in which the candidate is presented a series of situations to analyse their response.

"It is a failure to hire someone who soon shows not to fit into the company culture," recalls Fornés. Common examples, she points out, would be the clash of highly innovative profiles with very conservative or inbred companies, or very young professionals in companies dominated by older professionals. Candidates also have an active role in this search for the ideal professional partner. "Professionals may seek company references through their employees, customers, etc. to know whether the company's values fit with their own and therefore interests them or not to work in it", explains Simon L. Dolan, Professor of Esade. Taking care of the fit of professionals in the culture of the company is especially relevant targets Fornés, when the company is going International. "In these cases, the key element is how the culture that the company has in their country of origin can be transferred to other countries without generating large cultural shocks amongst employees," she highlights.

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