Ask any decent recruiter what they recruit for, and the c-word will typically be top of the pile –

culture.

Of course, it has its place and is an important dimension in any employer.

A bit nebulous though, rife with ambiguity and bias, often only given meaning by how it’s described.

Up there with values, for the things that are said yet belied by behaviour behind closed doors.

An experienced culture is often different to a described culture.

While culture fit, as feedback, is often a team that unilaterally follows Manchester United.

Okay, it’s not that bad normally, and if you recruit for culture, I’d expect you’re at least a pretty good recruiter.

But it isn’t the full picture, nor does it allow you to challenge your assumptions for a better outcome.

If I were only allowed to recruit for one principle, it wouldn’t be for culture.

It would be for context.

Definition: “The set of interrelated circumstances from which a situation may be fully understood”

Full understanding seems a healthy way to start any project.

Insight leads to a plan. A plan leads to repeatable, actionable steps that fill your vacancy.

From context, everything follows.

The details that make up the context will differ from role to role, depending on its level and how transactional it is.

When I take on a role, I look to understand these points:

1. the recruiting process, who’s involved, timeframes, projected start dates
2. emoluments – salary, commission, bonus, shares, pension, car. Any relevant benefits on offer
3. the detail of the role, its purpose scope and goals, deliverables, day-to-day responsibilities, how it will evolve over time
4. a realistic analysis of successful capability, skills, tools, processes, approach, attitudes and behaviours in the individual to be employed. Experience too
5. how the role fits in with the team, the nature of the team, their behaviours and values. The gaps that need overcoming
6. how the team fits in and interacts with other departments. Key stakeholders, reporting lines
7. the performance of the team, and their output. The business performance business, position in the market, threats and opportunities
8. the operational mindset – the growth mode, downsizing, merger, finding efficiencies, change etc.
9. mission, vision and values - corporately and departmentally
10. company background – history, nature and future
11. employment market conditions and what your realistic ideal candidate needs from you to start their employment successfully
12. how the first 10 points reflect 11, and what we need to do to overcome differences

If a job description is a 2D snapshot of a vacancy, context allows a detailed 3D understanding. No assumptions.

Understanding these points allow me to consult with an employer on how realistic your requirement is, both against your actual needs and what good should look in a successful candidate.

Sometimes this means collaboratively rewriting a job description, based on what we’ve uncovered during a consultation.

Sometimes it means overcoming bad assumptions and biases, with evidence.

Context informs the approach, and which channels are most suited to finding candidates, whether it’s headhunting, advertising, referrals, CV databases, LinkedIn or something else.

Context writes the job advert and outreach messaging – the warts-and-all that appeals to the most suited candidates while dissuading unsuitable readers from taking things further.

Recruiting for context in part enables better diversity if you have an inclusive and equitable approach.

Of course, the natural question will be, why limit yourself to only context or culture?

Because context sheds light on experienced culture, a better definition than how it is described.

It includes the internal and external factors that continually influence and evolve a culture.

Understanding the contextual detail also allows clear insight into both business and team cultures, so you get to have your cake and eat it too.

Context is the anchor that prevents a job description from meandering listlessly in the wrong direction.

Establishing role context allows you to recruit against the right candidate context.

If you’ve ever wondered why candidates behave in surprising ways, or why they weren’t interested you your exciting opportunity, I’d be willing to bet a pizza and a job advert, that you haven’t established and worked to their context.

Understanding their context (such as situation, limitations, motivators, needs and aspirations) allows you to better qualify and represent their suitability.

A good contextual match means fewer dropouts in the process, better role fit and better retention.

Context isn’t always easy to find, but you can do worse than determine the points above, each and every time you recruit a key role, or approach a good candidate.

Recruiting for context will improve how you recruit, and the outcomes of any recruitment process.

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