Harmonize the global

IT culture by identifying
candidates with the
right cultural fit and
asking them to answer
behavioral interview
questions.
HIRE GLOBAL EMPLOYEES FOR CULTURAL FIT
Behavioral Interview Questions to Identify Cultural Fit During Interviews
Knowledge of the Organization
1. Why did you apply to this organization?
2. What do you think it takes to be successful in this
organization
3. What do you expect to find in our company that
you do not have at your current job?
Personal Attributes
Attitudes Toward the Team
10. What kind of people do you like to work with?
11. What experiences have you had working with
people of different ethnicities, age, or levels of
physical ability?
12. What approaches worked best for you in the past
in communicating with your previous bosses?
Your coworkers? Your direct reports?

4. How would you describe your personality? 13. Describe the ideal relationship between a
supervisor and subordinates.
5. Among your many personal qualities, which
qualities do you consider most important?
Attitudes Toward Customers
6. How do you define a positive work atmosphere?
14. Tell me about a time when you felt you went
7. Give me a specific example of a time when you beyond the call of duty to help a customer.
had to go along to a decision with which you did
15. Tell me about a time when you had to deal with a
not agree.
customer who was angry or upset.
8. How do you typically handle conflict? Give me an
16. In your previous work experiences, what kind of
example.
coworkers or clients rubbed you the wrong way?
9. We’ve all felt stress in our work lives. How do you How did you respond?
typically handle such stress?

Source: CLC Human Resources research.

SELF-IDENTIFY CREATE CONSISTENT

FOSTER CULTURAL DEVELOP OUTSOURCED
INTRODUCTION SHARED LEADERSHIP COMMUNICATIONS
FIT IN NEW HIRES STAFF ENGAGEMENT
© 2012 The Corporate Executive Board Company. OBJECTIVES STRATEGY
All Rights Reserved. CIO2277512SYN

Chapter 4: Reinforce a Global “One-Team” Culture  1

 Building the Global IT Leadership Team  2

Strengthen global IT-

ASSIGN BUDDIES NOT CO-LOCATED WITH
1

team culture during

onboarding by giving
new hires a point of
NEW HIRES
contact who knows Key “Buddy” Activities
organizational culture 1. Onboarding
and is located in a
different location. Goal: Provide technical and process expertise to new hire.
“Buddy” Activities

■■ Alpha Company assigns a

global onboarding partner
to each new hire; the buddy
is responsible for ensuring
successful technical and
organizational onboarding.
■■ Buddies oversee up to three
new hires and are selected
based on their potential
to take on managerial
opportunities; successful
onboarding of new hires is
a criterion in the buddy’s
performance review.
Company Snapshot
Alpha Company
Industry: Technology
Employees: Greater Than
40,000
■■ Offer support on technical questions during onboarding.
■■ Provide information on company culture and processes.
■■ Broker introductions to key staff in buddy’s location
or within the buddy’s area of competence.
New Hire Global “Buddy”
2. Stage-Gate Reviews
Goal: Provide continuity and quality assurance during new
hire onboarding and initial rotations.
“Buddy” Activities
“Buddy” Characteristics
■■ Conduct stage-gated review of the new hire’s performance
during onboarding and rotations.
■■ Mid-level manager in United States or Europe
■■ Sign off to release new hire to next step of onboarding process.
■■ Technical expert ■■ Alert new hire’s manager or HR if the onboarding is off track.
■■ Familiarity with organizational culture and
internal processes
3. Ongoing Mentoring
■■ Strong people management skills
■■ Ability to work across different geographies Goal: Serve as mentor and sounding board. Strengthen
network between global organizations.
“Buddy” Activities
What the “Buddy” Is Not ■■ Catch up periodically.
■■ New hire’s direct manager
■■ Strengthen visibility (broker location-specific or function-
■■ Dedicated role focused only on onboarding
relevant introductions).
■■ Located in the same office
■■ Drive collaboration across locations where feasible.
1 Pseudonym.

SELF-IDENTIFY CREATE CONSISTENT

FOSTER CULTURAL DEVELOP OUTSOURCED
INTRODUCTION SHARED LEADERSHIP COMMUNICATIONS
FIT IN NEW HIRES STAFF ENGAGEMENT
© 2012 The Corporate Executive Board Company. OBJECTIVES STRATEGY
All Rights Reserved. CIO2277512SYN