TheMReport — News and strategies for the evolving mortgage marketplace.
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14 | TH E M R EP O RT FEATURE A s the business environment becomes more competi- tive, organizations are looking at ways to change their workplace culture not only to remain relevant to a new generation of employees but also to employ a strategy that improves the productivity and profitability from their hu- man capital. A recent article on understanding and developing an organization's culture by the Society of Human Resource Manage- ment stressed having a culture based on a strongly held and widely shared set of beliefs that were supported by strategy and structure. It emphasized three aspects of a strong culture: 1) employees are aware of how top management would like them to respond to any situation; 2) they believe that the expected response is the right one; and, most importantly, 3) employees know they will be rewarded for demonstrating the organization's values. Therefore, it becomes imperative for companies who want to be a great place to work to begin the process by hiring people who are the right fit for their culture. Welcome to Our World T he book How Google Works discusses an important idea— the only way for businesses to consistently succeed is to attract the best 'smart creatives' (people who combine technol- ogy, business expertise, and creativity) and create an environ- ment where they can thrive. But the question is, what can a company do to attract the kind of talent that adds to creating a great company culture? At Finicity, the hiring managers follow a two-step process. The first is using customized assessments and coding challenges, depending on the position, to determine certain skill sets prior to scheduling an interview, depending on the position and skill sets Winning Work Cultures From conducting interviews that explore cultural fits to providing state-of-the-art education and employee engagement programs, leading companies in the mortgage business share the secrets of their success. By Radhika Ojha