Performance optimization can often be traced back to the result of co-workers who are part of compatible teams. But what does compatibility in the workplace really mean? For many, compatibility is understood in a technology framework, describing how well one software or piece of equipment can interface with another in order to produce desired results. To a certain extent, workplace teams are much the same way. Employees must be able to effectively communicate information between each other in order to achieve targeted goals. And, much like technology, when two individuals do not share the same language or point of reference, communication breaks down resulting in the loss of information and consequently lowered productivity.
So how does an organization go about insuring compatibility among their workplace employees and within teams? Much like the technology analogy, businesses must decide what outcomes they desire and how much they are willing to invest in order to achieve those goals. Communication as a foundational piece must be understood not only as a method of transferring information between two individuals but also as a factor that influences compatibility in all aspects of doing business.
Here are four key questions you need to answer:
First, do your employees genuinely reflect your desired culture? Every company has a corporate culture. While most managers have an idea of the type of culture they want to build, the question remains whether or not it is reflected in the character and behavior of the employees. Eventually your organization will develop and communicate a public reputation that can either attract top talent or encourage such talent to look elsewhere. Therefore, in order to draw high performers to your team your employees should be able to point to positive examples of teamwork and reliability.
Second, how do you reinforce compatibility as a work expectation? When goals are discussed and employee evaluations are conducted, clear expectation of compatibility should be communicated in order to be evaluated and measured as a normal performance skill. Since end-goal productivity is never the result of a single individual’s effort, raising awareness of compatibility as an expectation should begin as early as the initial stages of employment and consistently measured throughout an employee’s tenure.
Third, what processes are in place to mitigate and minimize co-worker conflict? Although it is impossible to completely avoid personality conflicts in the workplace, it is possible to develop solutions when such cases arise. How does your organization communicate what formal and informal solutions are available to your team members? Are there individuals available within the management or Human Resources team equipped to help diffuse or assist those involved in working through their differences? Does your organization offer periodic seminars or workshops designed to enhance communication and managerial skills to build compatibility in the workplace?
Fourth, where does compatibility factor into your organization’s priorities? Organizations’ intent on building a successful future are focused on Succession Planning and know that compatibility is a factor which should be addressed when initially hiring as well as long term goal planning. It requires a financial commitment and investment in the organization as a whole, as well as the development of individual talent skills. Hiring for compatibility means looking at how an employee will address filing the present needs of your organization as well as the potential to adapt to the needs of the future leadership demands.
Hiring with compatibility in mind starts long before a candidate’s first interview. Hiring for compatibility begins with creating a healthy corporate culture which attracts high performing compatible talent and puts processes in place to retain and develop such talent.
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