You used the best assessments, asked the right questions, and hired well. By all accounts your organization should enjoy a very attractive organizational culture. Best people means best culture, does it not? You should expect high productivity, little conflict, and continuous organizational development. Keep it up and you'll achieve the org's mission, right?
What's that nagging sense the answer is "no"?
Because even the best people in even the best culture pull mind-boggling dumb stunts. All the companies that hired you hired the best person available, and they also hired some knotheads, didn't they?
The task after ethical hiring shifts to ethical metrics. What is measured and how it's measured determine how long you keep those terrific people you hired, how the culture evolves, and how the team performs as a unit.
There's an unwritten assumption that if one participates in a growing organization, they will profit in every way that the organization profits. As org life improves, their life improves, or so everyone believes. Your talented employees joined your team because they believe you offer them a legitimate chance to improve their lives.
If you grow and they do not, they will leave.
- How well do your organizational metrics match your employee's metrics of their performance and rewards?
- What is your process to determine if you're measuring the right things?
- Do any of your metrics invite unethical conduct? (Wells Fargo did not intentionally create an ethical mess for themselves.)
- How does your goal setting process invite buy-in from the people who will do the work?
- How does your metric creation process unite individual growth/dreams/desires with organizational growth/vision/mission?