Training Strategies For Gen Z And Millennial Tech Hires In Insurance

A young software developer fresh out of college and a seasoned coder with a decade of experience are both new hires at your insurance company. They're ready to tackle the latest tech challenges, but how do you ensure they both thrive in their roles?

Gen Z and Millennials now make up a significant portion of the workforce, bringing fresh perspectives and tech-savvy skills to the insurance industry. As these generations continue to shape the workplace, companies need to adapt their training approaches to meet their unique learning styles and career expectations.

Effective training is a key factor for insurance companies looking to stay competitive in the tech space. According to Forbes, companies with structured training programs see 218% higher income per employee compared to those without. This statistic underscores the financial impact of well-designed training initiatives.

How can insurance companies create training strategies that resonate with both Gen Z and Millennial tech hires? What approaches work best for each generation? How can these strategies help new hires reach their full potential and drive innovation in the industry? In this blog post, we'll answer these questions and provide practical insights for effective training in the insurance sector.

Learning Preferences in Insurance: Gen Z vs Millennial 

Gen Z typically refers to individuals born between 1997 and 2012, while Millennials were born between 1981 and 1996. In the insurance industry, these generations bring different perspectives and learning preferences that can greatly affect training effectiveness.

Gen Z Learning Preferences:

Millennial Learning Preferences:

Both generations share some common preferences:

By gaining insights into these preferences, insurance companies can tailor their training strategies to effectively engage and develop their Gen Z and Millennial tech hires, leading to improved retention and performance.

6 Training Approaches for Gen Z

Gen Z employees in the insurance industry value efficiency, technology integration, and purpose-driven work. To effectively train this generation, insurance companies need to adapt their strategies to align with Gen Z's learning preferences and career aspirations. Here are 6 strategies tailored for Gen Z tech hires in insurance:

1. Microlearning Modules

Break down complex insurance concepts into short, focused learning units. These bite-sized modules should be easily digestible and accessible on-demand. Aim for 5–10-minute sessions that cover specific topics or skills. This approach allows Gen Z employees to learn at their own pace and easily fit training into their busy schedules.

Examples:

2. Interactive Simulations

Create digital simulations that mimic real-world insurance scenarios. These interactive experiences allow Gen Z employees to practice decision-making and problem-solving in a risk-free environment. Use realistic scenarios to help them understand the complexities of insurance operations and customer interactions.

Examples:

3. Personalized Learning Paths

Develop adaptive learning systems that tailor content to individual needs and learning styles. Use AI-driven algorithms to assess skills, identify gaps, and recommend appropriate training modules. This personalized approach makes sure that Gen Z employees receive relevant training that aligns with their career goals and the company's needs.

Examples:

4. Peer-to-Peer Knowledge Sharing

Implement platforms and programs that encourage Gen Z employees to learn from each other. Facilitate knowledge exchange through mentorship programs, discussion forums, and collaborative projects. This approach taps into Gen Z's preference for social learning and helps build a culture of continuous improvement.

Examples:

5. Augmented Reality (AR) Training Tools

Utilize AR technology to provide context-aware training and support. Develop AR applications that join information onto real-world objects or environments, helping Gen Z employees understand complex insurance concepts or processes in a visual, interactive way.

Examples:

6. Micro-credentials and Digital Badges

Offer a system of micro-credentials or digital badges for completing specific training modules or demonstrating key skills. These digital certifications can be shared on professional networks, providing Gen Z employees with tangible recognition for their learning achievements and motivating continuous skill development.

Examples:

6 Training Approaches for Millennials

Millennials in the insurance industry often have different learning preferences and career expectations compared to Gen Z. They value career growth, work-life balance, and meaningful work. To effectively train Millennial tech hires, insurance companies should consider the following 6 approaches:

1. Blended Learning Programs

Combine traditional classroom-style training with online elements to create a comprehensive learning experience. This approach caters to Millennials' desire for flexibility while still providing opportunities for face-to-face interaction. Use a mix of in-person workshops, webinars, and self-paced online modules to cover various insurance topics and skills.

Examples:

2. Mentorship and Coaching Programs

Establish formal mentorship programs that pair Millennial employees with experienced insurance professionals. This approach provides personalized guidance and supports career development. Include regular check-ins, goal-setting sessions, and opportunities for reverse mentoring where Millennials can share their tech expertise with senior staff.

Examples:

3. Project-Based Learning

Assign real-world insurance projects or case studies that allow Millennials to apply their skills to actual business challenges. This approach provides hands-on experience and helps Millennials see the direct impact of their work. Include opportunities for cross-functional collaboration and presentation of results to leadership.

Examples:

4. Continuous Learning Platforms

Implement comprehensive learning management systems that offer a wide range of insurance-related courses and resources. Ensure these platforms are accessible 24/7 and include features like progress tracking, skill assessments, and personalized recommendations. This approach supports Millennials' desire for ongoing professional development.

Examples:

5. Social Impact Training Initiatives

Incorporate corporate social responsibility (CSR) and community engagement elements into training programs. This approach aligns with Millennials' desire for meaningful work and social impact. Include modules on sustainable insurance practices, financial inclusion, and disaster resilience.

Examples:

6. Leadership Development Tracks

Create structured pathways for Millennials to develop leadership skills within the insurance industry. This approach addresses their desire for career progression and helps prepare the next generation of insurance leaders. Include rotational programs, leadership workshops, and opportunities to lead cross-functional projects.

Examples:

Challenges in Implementing Training for Gen Z and Millennials in Insurance

While tailoring training strategies for Gen Z and Millennial tech hires in the insurance industry can result in benefits, it's not without its challenges. Companies may face various obstacles when designing and implementing these training programs. Understanding these challenges can help insurance organizations better prepare and develop more effective solutions. Here are common challenges in applying training for both generations:

1. Striking a Tech-Human Balance

We know Gen Z and Millennials love their tech, but they also value personal connections. It's tricky to find the sweet spot between high-tech training methods and good old-fashioned face-to-face interactions. Too much tech, and we risk losing the human touch. Too little, and we might not engage these digital natives effectively.

2. Dealing with Varied Skill Levels

Not all young hires are created equal when it comes to tech skills or insurance knowledge. Some might be coding wizards but know little about underwriting. Others might understand insurance basics but struggle with new technologies. Creating training that works for everyone without boring some or overwhelming others can be a real headache.

3. Keeping Up with Industry Changes

Insurance is changing fast, and our training needs to keep pace. New regulations, emerging risks, and changing technologies mean we're constantly updating our training content. It's like trying to hit a moving target – just when we think we've got it figured out, something new comes along.

4. Measuring What Matters

How do we know if our training is actually working? It's not always easy to connect the dots between training sessions and on-the-job performance. We need to find ways to measure success that go beyond simple quizzes or attendance sheets. This often means rethinking how we evaluate training effectiveness.

5. Breaking Through Stereotypes

There are a lot of assumptions about how Gen Z and Millennials learn and work. But treating all young employees the same way is a recipe for disaster. We need to look past the stereotypes and focus on individual needs and preferences. This is about finding the right approach for each person, not just their age group.

6. Keeping the Learning Fire Burning

Starting a new training program is exciting, but keeping that enthusiasm going is another story. Both Gen Z and Millennials can lose interest if training feels repetitive or irrelevant. We need to find ways to keep the learning experience fresh and connected to their daily work. It's about creating a culture where learning is ongoing, not just a one-time event.

Training Gen Z and Millennial tech hires in the insurance industry is an ongoing process of adaptation and improvement. By understanding their unique preferences and addressing common challenges, we can create effective learning experiences that benefit both employees and companies. There's no universal approach that works for everyone. The most successful strategies stay flexible, embrace technology where it makes sense, and never lose sight of the human element in training. As the insurance sector continues to change, our training methods should change too, always keeping the needs of our younger workforce in mind.

Ready to improve your training approach for Gen Z and Millennial tech hires? At Strategic Recruiting Partners, we'll help you design and implement training strategies that resonate with your younger employees, boost engagement, and drive results. Reach out to us today and let's build a workforce that's not just prepared for the future of insurance – but excited abou

7 Mistakes that Could Get You Fired

It can be difficult to completely separate your personal and professional lives. It is important, after all, to be personable with those that you work with, in order to gain the necessary trust and amenability one expects when successfully working with others. However, being personable with others and getting personal through your actions are two different things entirely. Keep reading to learn some of the most commonly made mistakes that one can easily make that can put your job at risk.

The longer you work at an organization, the more comfortable you feel. Your coworkers become a second family. While it is great to have a certain level of comfort and camaraderie at work, it can also allow you to become too comfortable and make some serious mistakes that can potentially get you fired.

Mistake 1 – Telling inappropriate jokes or stories. There seems to be one in every crowd, the person who shares stories of their latest dating adventure or always has an off-color or political joke. It is important to realize that these stories and jokes may be fine to share with friends, even friends who are also coworkers. However, they should not be shared at the office as they may make people feel uncomfortable or even unsafe at work.

Mistake 2 – Negativity. Everyone wakes up on the wrong side of the bed or has a bad day. Chronic negativity and poor attitude can cause your manager to wonder if you are still the best fit for your position.

Mistake 3 – Misuse of company technology. Each organization has their own policy on the use of company technology for personal use. Even if you are within the guidelines, excessive use of company technology for purposes other than work can land you in hot water.

Mistake 4 – Solicitation. Again, many organizations have policies on solicitation. Many managers look forward to Girl Scout cookie season, but if you are constantly soliciting sales for a fundraiser or charity it could result in action from management.

Mistake 5 – Public sharing of opinions. Everyone is free to express their opinions. However, if you publicly share your opinion while in uniform or identify yourself as an employee of a specific company, that can be grounds for termination. If approached by the media and asked about your company, respectably refrain from comment without expressed permission from the organization.

Mistake 6 – Over drinking on company time. Partaking in an alcoholic drink is a very social event. Holiday parties and company picnics are a time to relax and enjoy the company of your coworkers. A glass of wine at a company dinner is not uncommon. However, becoming drunk at any company function is not acceptable.

Mistake 7 – Romantic relationships with coworkers. With all of the time spent at the office, it is possible that Mr. or Ms. Right crosses your path. This can be a very wonderful occurrence. As soon as the relationship is established, it is important to inform both your manager and human resources. Many companies have guidelines for dealing with office romances. Not complying with these policies can lead to heartache.

While many of these mistakes seem benign, it depends on how often or long the mistake is being made that can determine your fate with your current organization. If you recognize yourself in any of these mistakes, the best course of action is to fix the mistake right away.

Onboarding Remote Workers the Right Way

Retention begins even before your new hire’s first day and is reinforced with the onboarding process. The seeds of retention are planted here, especially with remote workers. Since they do not have physical contact with their hiring manager and colleagues, it is essential to have a strong onboarding process with a focus on retention.

Bringing on a new team member can be a huge relief not only to management but to the team as a whole, especially if the new person is filling a stubborn vacancy. The hiring manager may feel as if they have completed the hiring process when the new hire arrives for their first day. However, the first day is when the real work begins. The first 30, 60, and 90 days that follow are even more important than the time it took interview and received an accepted offer.

When your new hire is a remote worker, this period is even more critical. The time during onboarding will ensure the success or failure of your new team member. Without a comprehensive onboarding strategy, you run the risk of the new person feeling isolated. If this occurs, retaining them could be nearly impossible without corrective measures.

There are five critical elements to successful remote employee onboarding strategies.

Schedule – There are two distinct types of remote work, highly structured or highly flexible. It is vital to be completely transparent with expectations are hours of work, especially if the kind of work requires the person to be physically at their desk and online during specific hours of the day.

Communication – Feelings of isolation begin when a new hire is uncertain on how to properly communicate with their leader and colleagues. Feeling of separation will be overwhelming if there is not a clear plan for regular check-ins during the first 30 days or who to get in touch with during the day when questions or issues arise. Most organizations have policies or guidelines on communication, such as when to email versus call versus send a message via instant message or text. If you do not have this type of process, it would be best to create one not only for your remote staff but also for those in the office.

Goals – When people have a clear roadmap, they are more productive. Set goals with your new hire, so they understand your expectations of them during the onboarding process. Having clear goals will increase engagement and get them up and running quickly.

Assign a buddy or mentor – Even though the new team member is not physically in the office, they should receive all of the advantages of their office-bound colleagues. Assigning a buddy or mentor will give them a point of contact for questions or concerns. A mentor will not only allow them to build relationships but will boost the confidence of a seasoned team member while freeing up your time to focus on your work.

Record your orientation conversations – When starting a new position, there can be a lot to learn and absorb. During your initial orientation call and daily check-ins with your new hire, utilize a video conference tool such as Zoom and record those conversations. Recording the conversation will allow the new team to focus on the conversation instead of trying to take notes. They can then refer back to that conversation as needed.

When onboarding performed properly, it is a win-win situation for everyone involved, including yourself, your existing team, and the new hire. Making a new remote team member feel welcome will allow them to feel integrated quicker, which will make them more productive, it will also increase the likelihood that you will be able to retain that individual longer.

The Missing Piece in Most Organizations-Recognition, and Appreciation

Retaining top talent is the main focus for all leaders. While many feel that the most important aspects of a great retention strategy are great benefits, flexible hours, or all for remote work, it is not necessarily any of these. Yes, they are essential pieces to the retention puzzle, but they are not the complete package.

The standard feedback loop in most organizations is antiquated. Managers usually share constructive criticism or negative feedback promptly. However, positive feedback and recognition for a job well done is held until the yearly review. Appreciation, which is not the same as recognition is nearly absent. Honestly, this system was never adequate to begin with, but in today’s work environment, it can be detrimental to an organization in regards to retention.

What is the difference between recognition and appreciation?

Recognition is what we associate with yearly reviews. It is when the leader reviews a person’s past performance. The feedback, usually positive but may include improvement opportunities, often results in a raise or bonus. The emphasis on recognition is more about what a person has done in the past.

Appreciation focuses less on past performance and what a person has done and more the person as an individual. When showing appreciation, you are acknowledging their inherent value to the team and organization.

Many organizations have begun to integrate more frequent feedback loops to increase recognition and course-correct team members to help them realize their yearly goals. Managers are more open to scheduling regular one-on-one meetings with their staff and have even implemented peer recognition rituals. Frequent feedback is a significant first step.

The big missing piece is appreciation. Appreciation shows your team members that you see who they are as a person and hear what they have to say. It shows them that they are more than a number, more than a cog in the wheel of the organization. People not only want to know that they are doing a good job; they want to see value for what they put into their performance. That is the crucial distinction between recognition and appreciation that absent in the review process.

Showing appreciation is not tricky. A simple check-in with your team members, asking them how they are doing, not concerning a specific project, but how are they in and out of work. Ask them about what is challenging them in a good or bad way. Share with them what you value about them. It could be their calm demeanor when dealing with a challenging client, or how they are not afraid to learn a new skill so they can do their job better.

Benefits of a Learning-Based Culture

Learning does not end with graduation.  Life is all about learning, whether it be professional development or simply adopting a new hobby.  This week we explore the benefits of fostering a learning-based culture in your organization.

Learning is a lifelong activity.  New positions, even new projects, require a certain amount of education.  Unfortunately professional development in many organizations is stuck in the classroom.  While traditional classroom learning is an efficient means of delivering information, it is not always the most effective.  Many times, the concepts learned at a conference or training are not implemented or can even be forgotten back at the office.  Focusing on education without hands-on experience is a HUGE missed opportunity.

Effective leadership development is experience-driven.  Experience is gained when education is put into practice.  Fostering an organizational learning-based culture will engage team members, increase employee satisfaction, and boost productivity. 

Creating a learning culture that is experience-based does not need to be costly.  Utilizing the existing knowledge base within the organization is the simplest and most cost effective way to bring learning to the office.  It also allows for cross-education to occur.  Cross-education is critical at senior levels, but can be equally beneficial to productivity at all levels within an organization.

Cross-training has many advantages.  One of the best advantages is the ability to shift employees in times of expansion, vacancies, or for a specific project.  Cross-education is great for employee morale and retention.  The ability to work on different projects or learn a new aspect of a company helps to break up monotony. 

Task forces, shadowing, and special projects are all great opportunities to cross-educate.  Determining what employees need to know for a specific project or position creates a roadmap for learning.  Allow that learning to occur while working on the assignment.  Pairing up employees from different departments for learning increases accountability.  It also helps foster working relationships between colleagues.

Conferences and classroom learning still have merit and are especially effective if shared with the organization as a whole.  Whenever an employee or department attends a professional development event outside of the office, have them lead a seminar on the content when they return.  Organizations can also bring the classroom learning right to the office.  The concepts can then be implemented in real time.

The key to any learning culture is to embrace different learning styles.  Some learn best by hearing information, others by seeing or reading information and some learn best through writing or physical manipulation.  Professional development options can include online videos or articles, face-to-face training, and hands on experiences.  Depending upon the industry, all three of these options can be achieved for each training experience.

Promoting a learning-based culture will yield more engaged, productive and satisfied employees. 

Video Interviews as a Phone Screening Alternative

Video interviews can cut recruiting costs by nearly 50% and are a great way to decrease time spent on phone screenings or first round interviews.  Asking open-ended questions that focus on accomplishments and problem solving will help “weed out” those that are not good fits for the position and/or organization.

Top talent are more mobile than ever thanks to technology.  Accessing them means employing that same technology to get through to them.  Many organizations are beginning to embrace video interviews as a way to save time and money while increasing the pool of potential candidates.

There are many great reasons to replace phone interviews with video.

One of the biggest apprehensions with video interviews is that the candidate can script their responses.  If an outside vendor is used, the probability of this is low.  The organization will load in the questions.  When the candidate clicks start, the question will appear.  There will be a short time delay to allow the candidate to think about their response, and then the webcam begins recording.  Second or third takes are usually not allowed.  When viewing the final footage, hiring managers can look for body language, such as reading off a script.

Video interviews are not for everyone, organization and candidate alike.  Organizations should pilot a video interview program before completely abandoning phone screenings.  Phone screenings may never be completely eliminated for some.  Approximately one in three candidates will refuse to do a video interview.  It is up to the organization to determine if this is a self-selection process or if phone interviews will be conducted with those individuals.

Many video interviewing vendors can integrate into an existing ATS.  This allows for the video to be saved on the candidate’s file.  The hiring manager can make notes on the candidate and determine which first round candidates should be invited to the second round of face-to-face or live interviews. 

Video interviews are not a final decision-maker, but are a great way to screen many candidates in a short period of time.

Anywhere Programs

Work from anywhere programs continue to gain traction in all industries. It allows team members more flexibility and for organizations to reduce costs by not needing large office spaces. While there are some wonderful benefits to these programs, there are also some important considerations when establishing this as an option.

Nearly all industries have the ability to offer some, if not most, of their staff the ability to work from anywhere. In fact, the number of people who work remotely, either full- or part-time, increases each year. There are great benefits to establishing a remote work policy. There are also some important considerations to be made when doing so.

Benefits of a work from anywhere program:

Considerations when establishing a work from anywhere program:

Final thoughts on work from anywhere programs. Being able to build and maintain the desired culture of your business is one of the biggest challenges organizations face when allowing team members to either have more flexible schedules or to work from home. Use of software such as Slack or Basecamp for daily interactions helps to keep everyone connected. Utilizing FaceTime, Skype, or Google Hangouts for meetings allow colleagues to feel connected, as well as puts a face to a name or voice for those who do not have the physical ability to easily get together on a regular basis in real life.

Remote work is a trend that is here to stay. Whether your organization chooses to implement it for all or some of its team members, it is important to be aware of the potential pitfalls to ensure that the program is successful for the organization and its customers.

Why Employees Move Onto Greener Pastures

Learning why an employee is leaving your organization for another is essential to any talent management program.  This week we discuss two of the main reasons why people leave.  While this may seem like common knowledge, it never hurts to review the basics.

Employee turnover rates are climbing and are projected to continue to do so over the next decade.  Much of this turnover is due to younger workers replacing those who are retiring.  Generation X (born between 1965 and 1980) and Generation Y (born between the early 1980’s and early 1990’s) tend to change jobs more frequently.  This trait poses a challenge to any organization’s retention efforts.

The best defense is a good offense.  That offense is to understand why people are leaving.  There are a wide variety of specific reasons why employees resign.  The best way to determine specific reasons is through exit interviews conducted after the person has left their position.  Delaying the exit interview minimizes emotional responses, especially if the departure was due to a conflict.

In the majority of organizations, when reviewing exit interview data, there is usually an underlying theme of management. Data shows repeatedly that:  People don’t leave companies, they leave managers/supervisors and the overall work environment! 

The most common reasons that have to do with management include:

Conflicts are one of the biggest catalysts for turnover.  It is also one that can be contained if acted upon quickly.  Many times it takes just one or two Difficult Employee types to decrease morale thus creating a negative work environment.  With upwards of 50 hours per week spent at work, atmosphere is everything.

Salary is also a primary reason for turnover.  There is a “salary sweet-spot”of $80,000-100,000 that sees the least amount of turnover.  Those above and below this are more likely to leave due to salary.  Employees below the sweet-spot feel undervalued and will move on to a position that pays what they feel they are worth.  Those above the sweet-spot simply have more options, especially in high demand fields.

Employee turnover directly impacts an organization’s bottom line.  Issues with management and salary are only two of the most common reasons why employees move on.  Many times organizations realize there is a problem when it is too late.  In our next article we will reveal how to use predictive analytics in talent management.

Have you lost a great candidate recently to a counter-offer?  Maybe you lost them to a competing offer?  The competition for exceptional talent is at a fever pitch right now.  If your interview funnel has been less than satisfactory and your pool of qualified talent is drying up, I invite you to a complimentary consultation on how to attract great talent on a consistent basis AND how to procure them so you don’t lose them to competing offers.  Reply to this email to set up your complimentary consultation.  I promise that in our call together you will leave with 2 or 3 ideas that will greatly impact your ability to find, attract, and procure the top 10-15% of the candidate pool on a consistent basis.

Who Makes Up Your Team?

Cultivating an environment that motivates a team is very difficult if you have no idea who’s on your team.  There are four very distinct types of employees in your organization.  Each has unique reasons for working and motivations.  Understanding these will allow you to create retention strategies that work.

It is estimated that the global rate of employee turnover will increase from 20.6% to 23.4% in the next five years.  It is important to understand why employees leave, how to predict who’s next, and what can be done to increase retention.  Over the next five articles we will address all of this and more.  Let’s begin with taking a look at different types of employees.

There are four primary types of employees present in today’s workplace.  Understanding their unique behaviors and motivation are key in cultivating an environment that is focused on engagement and retention.

The Payday Employee (50% of staff) – This person comes to work each day simply to collect a paycheck.  They will perform their duties and tasks to an acceptable level, but will not strive to go above and beyond.  Engagement can be difficult, but possible.  The key is to communicate the goals of the project and/or purpose of the work and how they correlate with the company’s mission.

The Difficult Employee (20% of staff) – This is the hard to manage person who can quickly destroy office morale.  They rarely meet expectations, but do perform well enough that terminating them is a challenge.  Engagement is extremely difficult.  The best tactic is to listen to their concerns and make them aware of their potential.

The Committed Employee (20% of staff) – This employee is a leader’s dream.  They come in early and stay late.  While they are very passionate about their work and the organization, they can become bored or burnt out quickly.  Providing a variety of tasks and opportunities for growth will help keep this team member engaged.

The Self-Interested Employee (10% of staff) –   This team member will often meet or exceed expectations, but is not engaged.  Their focus is on their personal agenda which shows in a lack of respect for colleagues.  They embody the term “does not work well with others”.  Pointing out how their individual performance is directly connected to the team’s results can help leverage their self-interest for the greater good.  Challenging them to help create a purpose-driven team can help combat respect issues.

By understanding the different types of employees in the workplace, organizations can begin to develop retention plans that will be speak to their individual motivations.  Watch for our next article where we discuss how to predict if an employee is going to resign.

Have you lost a great candidate recently to a counter-offer?  Maybe you lost them to a competing offer?  The competition for exceptional talent is at a fever pitch right now.  If your interview funnel has been less than satisfactory and your pool of qualified talent is drying up, I invite you to a complimentary consultation on how to attract great talent on a consistent basis AND how to procure them so you don’t lose them to competing offers.  Reply to this email to set up your complimentary consultation.  I promise that in our call together you will leave with 2 or 3 ideas that will greatly impact your ability to find, attract, and procure the top 10-15% of the candidate pool on a consistent basis.

Finding the Right Cultural Fit

Just as in any first date, candidates are typically nervous and in performance mode. It can be difficult to determine if you are a match. There are ways to break the ice and get the candidate to relax so that you can undercover their true self.

This can be achieved by asking questions such as:

These types of questions will show you more about the candidate and their potential cultural fit than standard interview questions. It will also set the tone for the interview as relaxed and conversational.

When looking for cultural fit, talk about the organization’s mission, values, and interests. During this discussion, observe the candidate’s reaction. The candidate who genuinely nods and asks follow up questions is more likely to be a good cultural fit than the one who simply listens with no expression. It is important that your candidates engage the discussion in this way as it shows you that they already envision themselves functioning within the position, are filling in the blanks, and are problem-solving before even being hired.

In addition to sharing the organization’s mission and value statements, it is important to share the nature of the overall working environment. Include how long the typical working day or week will last and if salaries are determined upon that structure. Ask questions about the candidate’s ability to work both independently and within a team environment based upon the work dynamic. A candidate that is an ideal cultural fit will possess the ability to be both flexible and adaptable to the ebbs and flows of current productivity requirements.

Learning about a candidate’s education and skills are important, but you also need to know about them personally. Do not shy away from asking questions about their goals, both professionally and personally. Look for someone who has ambitions outside of work and is looking for more than just a paycheck. Ideally the best cultural fit will be the candidate whose professional and personal ambitions tends to align with the organization’s mission and values.

Interviewing for cultural fit will allow both you and the candidate to determine if the organization and opportunity is a good match. It will also allow for a more relaxed discussion that will make everyone feel as though the time was well spent, regardless of the outcome.