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At Q Works Group, our team of recruiters and account managers has witnessed firsthand the negative impact of hiring based solely on a candidate’s resume. From that, we’ve learned that hiring for experience and not behavior is not the best method in the hiring process. We’ve also realized that many companies overlook the crucial aspect of finding that cultural fit between a candidate and the company, leading to high turnover rates.

To address this issue, Q Works Group has developed strategic methods that prioritize the importance of “fitting in” during the recruiting process. This has become a primary focus of our executive recruiting procedures and a part of their office culture. The goal is to set ourselves apart in the executive recruiting world by establishing a strong “candidate/company culture fit” for our clients and our own team.

Our hiring process involves more than just a one-on-one interview and the basic set of questions. We start with a short phone interview between our hiring manager and the candidate. This is where we screen the candidate and answer any questions they may have before deciding if it makes sense for both parties to move forward with the next round. Our team interview is the second step in our process. This is one of the most important steps. While it can be intimidating from the candidate’s perspective to have an interview with so many people, it is such an important part of the process to not only see if the candidate is a good fit for Q Works Group, but also to allow the team to have a voice in the hiring process.

From the candidate’s side, this can also be beneficial to make sure that they like our vibe and feel like they would be a good fit with our team. These interviews are usually fun and interactive, serving as more of a big conversation rather than an intimidating interview.

We are all just people having a conversation.

The questions we ask are structured in such a way to hit on the key things we look for in our next employee, touching on our core values. Some of the more serious questions we ask include the enjoyability (or tolerability) of the commute and the candidate’s motivators. Depending on how off-track the conversation goes (and it usually does, given the liveliness of our team), this part usually lasts about 45 minutes.

After this step, our team has a good idea if the candidate will be a good fit both technically and culturally within the office and we send our recommendation to the big boss for a third and final interview. If an offer is extended, the new employee undergoes a stringent onboarding process to gain the necessary skills and behaviors to become an effective team member. Within the first week or two, our new hire will have a PDP assessment, which is extremely detailed and helpful for the leadership team to better understand how the new employee functions in the workplace. These PDP assessments also identify demotivating factors that the employee may not have even known and outline the behaviors of the employee when they are in situations that take them out of their daily element.

We’ve found this process to be beneficial to both parties and it seems to work well. Having our own firsthand experience, we are more than capable of applying that knowledge and process to the work we do everyday–recruiting. Our ability to match the right candidate to our company translates directly to our recruiting abilities matching the right candidate to your company. We prioritize cultural fit in both their executive recruiting process and their own hiring practices.

By focusing on candidate/company culture fit, we set ourselves apart in the executive recruiting world.

Learn more about our recruiting services here: https://qworksgroup.com/clients/

Learn more about PDP Assessments here: https://qworksgroup.com/pdp-certified/

Learn more about our leadership services here: https://qworksgroup.com/leadership-services/