It’s not business as usual! Defining your core values and practices takes time and ongoing inquiry, including looking beyond where you have stopped before. It requires creating systems reflective of the enterprise’s guiding principles. 

One example of an often-overlooked issue is failing to show respect for job candidates and treating them as valued future customers, suppliers, or vendors. Companies run job ads requiring specific traits and professional ethics. Hiring managers may ask interview questions to help determine if the prospective employee possesses these traits. 

The problem? 

• Applicants will tell you what you wish to hear, particularly if you are not listening, are not prepared with good questions, and have already made up your mind in the first 4.3 seconds after meeting them! 

• Qualified and objective tools are not used or are not used properly. A qualified core value assessment can provide objective direct-admission facts, and a qualified job fit assessment can provide insights into the person’s true willingness to do the work. 

• Hiring managers overlook objective information and rely on their intuition instead of adapting to selection practices consistent with their organization’s core values.

Not further developing your systems to fulfill your core values costs everyone additional money, time, and turnover. In the meantime, top talent will be easily lured away. More important, the remaining employees are left with yet another example of why their organization’s core values are meaningless. And their next step will likely be to circulate their resumes.