Creating a corporate culture that generates curiosity: How can you draw the attention of potential candidates?  

In Arabic culture, one must shake hands gently without extra pressure.

UK culture still preserves its tea-time traditions.

In Chinese culture, elders stay with the family into old age.

In Indian culture, a cow is treated as a holy animal.

In Japanese culture, people greet each other by bowing.

Culture is a social phenomenon that reflects the features of a particular society. According to E.B. Taylor, the founder of cultural anthropology, culture is a “complex whole which includes knowledge, belief, art, morals, law, custom and any other capabilities and habits acquired by man as a member of society.”

A study by Deloitte found that 87% of organizations consider it challenging to define their corporate culture.

Each of us has a unique personality that influences how we act and interact. An organization has a personality, too — it’s called the organization’s culture. So what is corporate culture?

Culture is perceived. It’s not something that can be physically touched or seen, but employees perceive it based on what they experience within the organization.

Culture is descriptive. It’s concerned with how members experience the culture, not whether they like it.

Culture is shared. Even though individuals working at a particular organization may have diverse backgrounds or work at different levels of the organization, they tend to describe the organization’s culture similarly.

Corporate culture is the organization’s personality: shared beliefs, values, and behaviors. Top management oversees cultural change and must deeply understand the different layers of culture and their respective elements and meanings to achieve that change.

“The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.” – Edgar Schein (1928), Professor of Management Emeritus

Organizational attractiveness is demonstrated in an individual’s attitude towards an organization. The attraction process involves a jobseeker’s estimating how well their personal needs and values fit the organization’s culture. Understanding factors that can impact attractiveness is critical for organizations that wish to attract the most qualified applicant pool possible. The best job candidates possess the necessary knowledge, skills, and abilities. At the same time, they also possess personal values and characteristics compatible with the organizational culture.

A healthy internal corporate culture also guarantees more efficient communication within the organization. It significantly increases the productivity of each employee and creates a competitive edge for the business. In addition, the company culture enables the organization to communicate, express its unique characteristics, and differentiate itself from the competition.

Finally, prospective candidates want to learn more about an employer’s culture and core values before they consider applying, and a well-defined internal culture makes it easier for HR leaders to identify suitable candidates and offer them the right job.

“Corporate leaders don’t truly respect or care about their employees. They only care about making money off them.” – Former employee at Kraft Heinz Company

“Low pay, long hours, unrealistic expectations.” – Complaint by an employee at Family Dollar Stores

The complaints above and many more were originally published on 24/7 Wall St. under “The Worst Companies to Work For.” While money is one of the biggest motivators for taking a job, the New Work culture is here to change the basics of what are the expectations from work-life. According to a survey by Prudential in February 2022 of 2000 full-time workers:

“Of the 22% of workers who switched jobs during the pandemic, one-third said they took a pay cut in exchange for a job that offered better work/life balance. Additionally, 1 in 5 workers surveyed said they would take an average pay cut of 10% if it meant better work/life balance or that they could work for themselves.”

If competitive pay is not the only factor employees consider when choosing a job, what else can you do to attract employees? The answer to this question is best explained through examples of organizations that enhanced their corporate culture and became some of the most sought-after choices for candidates.

Clearly defining your organization’s corporate culture is the initial step to attract employees. It helps you align your organization’s mission and values with those of potential candidates. Compile and list the company culture in an employee handbook so it can always be referenced.

Zippia listed Warby Parker, an American eyewear retailer as one of the best retail companies to work for in New York. Warby Parker’s corporate culture not only ensures fair pay but also provides employees with a shared vision through the “Buy a Pair, Give a Pair” initiative. For every pair of eyeglasses the company sells, a pair is donated to a person in need. When employees feel that every effort they take is helping someone in need to get something in return, it gives them a higher sense of satisfaction.

Having potential career paths helps attract employees. Potential candidates will be more interested in working for your company when they know it provides options for movement and growth. Conversely, employees who don’t see growth opportunities will choose to work for organizations that offer this benefit. In addition, career paths can help potential candidates envision a long-term career within the organization.

An organization with well-trained and well-skilled staff has a competitive edge over others. However, even the best employees cannot perform well without motivation. Below is a chart of surveys by O.C. Tanner, an employee recognition company based in Salt Lake City, Utah. It emphasizes the most important drivers of great work, and recognition wins!

“Hustle culture carries this overarching belief that the more you do, the more valuable you are” says Kate Northrup, author of Do less: A revolutionary approach to time and energy management.

High rates of burnout and stress eventually spill out in the media and alert potential candidates of what their future could look like. HR leaders must help employees avoid burnout and strive to be successful in all aspects, including health, relationships, and career.

L’Oréal’s campaign showed the outside world what daily life is like for their employees. It inspired prospective hires by showing natural, off-the-cuff interactions.

The way an organization presents its brand online can impact a job seeker’s choice to explore further and apply or reject the job listing. Would you apply for a job with a company whose job portal appears shady? Look at your organization’s website and social media platforms from a potential employee’s point of view. Your online presence should list appealing values and should provide a positive and accurate reflection of your company’s internal culture and work life.

Transparent communication keeps misinformation at bay. Tell candidates about cultural initiatives (such as a company wellness program or monthly social outings) that team members can participate in and show how they contribute to a healthy work environment. For example, Netflix’s “sunshining” communication practice encourages executives to explain their decisions openly to everyone. Open and transparent communication channels speak volumes to the job seeker about what it would be like to work for an organization. If candidates notice that previous or current employees have been mistreated (which is easy to find out through Glassdoor reviews), they won’t consider applying.