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This ensures that despite the organization working across such vast distances, the company can rely on employees to present the same message of values to customers all over the world. According to the research, "The focus on fit between the applicant and the culture of the organization results in similar employee attitude and customer service across the Outback restaurants," (Calvin 2010 p 153). Additionally, the importance to fit helps keep overall employee turnover rates low (Gilley 2011). This is then an important component to keeping the company with a heightened competitive advantage.
Outback's selection process includes an application, test, and interview. Through these methods, the company screens out the best employees that will fit its culture seamlessly. Outback Steakhouse "has implemented a precise selection process assisting in hiring employees to effectively impact Outback Steakhouse," (Gilley 2011 p 2). First are the applications, which weed out potential red flags that clearly show a potential employee would not fit into the larger organizational culture. Testing is next and is used "to validate how potential applicants measure up to existing Outbackers," (Gilley 2011 p 2). Finally, there is interviewing, where applicants are interviewed face-to-face by managers. This allows management teams to better assess each individual on a one to one bases, where certain characteristics can be played out in order to further ensure a goodness of fit.
By examining...
Essentially, the selection processes have been proven to show strong reliability and homogeneous results (Gilley 2011). Testing measures are currently structured by the performance of current Outback employees, showing their necessity in real life practice. Thus, when an applicant passes the testing processes, he or she will undoubtedly be prepared for the environment of the restaurant itself. Moreover, the processes prove cost effective through reducing turn over rates. This makes them beneficial, pushing the company into a strong competitive advantage, and therefore in a more positive position. The results of the processes have been proven over years of practice, and show continuously positive signs in terms of the validity and success in retaining a strong organizational culture that represents the mission and values of the organization despite variances in location.
References
Calvin, J. (2010). Recruiting and selecting employees. Part III: Staffing. Workforce Education and Development. Web. http://wed.siu.edu/faculty/JCalvin/gomezmejiarecruiting.pdf
DeCoitis, Tom; Sullivan, Chris; Hyatt, David; & Avery, Paul. (2004). How Outback Steakhouse created a great place to work, have fun, and make money. Journal of Organizational Excellence, 23(4), 23-33.
Gilley, Barbara. (2011). Outback Steakhouse. Strategic Human Management. Scribd. Web. http://www.scribd.com/doc/64018923/Assignment-Out-Back-Steakhouse
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