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Hiring from outside the company

(chinadaily.com.cn)
Updated: 2008-09-28 15:51

Incidentally, Rothbard says, managers in certain industries may find the research particularly important. "For example, consulting firms have very large differences in culture and strategy and mission. It can be very difficult to overcome the years of acculturation you get from one firm."

The transition between companies is an increasingly important issue for employers and workers. In the late 1970s, Americans were estimated to have an average of seven employers during their working years. By 2005, the US Bureau of Labor Statistics found the average American worker born in the later years of the baby boom had 10.5 employers by age 40.

The research team reviewed the work history of more than 7,200 employees and applicants to explore the relationships between prior experience and productivity. Their findings show a strong relationship between prior experience and knowledge and skills on the job. At the same time, however, the models indicate that prior experience does not always signal increased productivity.

A factor in reviews: 'cultural fit'

Beyond those results, the researchers were able to examine employment reviews to delve into the question of individual employee adaptability and the impact on productivity. Supervisors rated employees on adaptability. The researchers found that people who were more adaptable did not reflect a negative relationship between prior experience and effectiveness on the job.

The authors also looked at "cultural fit" within the organization. For employees who felt they fit into the culture of the firm, the negative effects of prior experience in the occupation are not pronounced. For employees who said they did not fit well into the organization, there was a significant indication of the negative effect of prior "baggage."

Rothbard says the research findings are important not only in light of the increasingly mobile workforce, but also because so many companies are in a constant state of change themselves. "If your business has changed, you need to consider trying to retool people, not just in terms of their skills, but in terms of their values," Rothbard suggests. "Not that people can't shed these things. But it may take more training and socialization than you" first expected.

According to Rothbard, companies may want to use a mentoring program to help employees from similar companies readjust to the culture and mores of their new firm. "I know it seems odd that if you hire someone with experience to then say, 'Here's your mentor,'" Rothbard acknowledges. "But maybe they need a mentor for the values of the company, not so much the skills needed for the job."

Rothbard says that when companies hire employees with experience, they tend to rely on that experience as a substitute for training. "Maybe they pay more for those people and invest less in training, but we suggest that might be a mistake. You really need to think carefully about your training and socialization to mitigate the negative effects of the trouble people have transferring the way they think about how the job is done."

Finally the researchers used the data to gain insights into the role of cross-company transfers of skills, as well as cultural baggage, on long-term careers. The research indicates that the advantage of prior task-relevant knowledge and skills diminishes the longer an employee stays at the new firm.

"Over time as individuals become socialized into the new firm, the amount of prior work experience they brought with them matters less for the skills they demonstrate on the job," says Rothbard. "However, the negative direct relationship between prior work experience and performance does not diminish as much, suggesting that the norms and values people bring with them may persist quite substantially."

The new research findings should help companies develop hiring and training strategies that fit well with their own culture, Rothbard adds.

"If you have a strong culture and a clear strategy in doing things that differ from your competitor, you may want to think carefully about whether you want to hire for experience or whether you want to hire people with less experience and invest more in training them in your model," Rothbard advises.

"If your competitive advantage is the culture of your company, you want to be careful about bringing in people with a long tenure in their occupation or industry and think about how that prior experience is going to bring positives as well as negatives to the firm."

Reproduced with permission from Knowledge@Wharton, http://knowledgeatwharton.com.cn. Trustees of the University of Pennsylvania. All rights reserved.

 

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