Anais
Resumo do trabalho
Artigos Aplicados · Gestão de Pessoas
Título
DIAGNOSING AND MANAGING ORGANIZATIONAL CULTURE IN A HIGH GROWTH FIRM USING ATTRACTION SELECTION ATTRITION THEORY
Palavras-chave
organizational culture
personal values
attraction-selection-attrition
Autores
-
Reed Elliot NelsonFundacao Dom Cabral
-
Clovis Soler Gines JuniorFMU e Ecossistema Ânima - Anhembi Morumbi
-
Erick Sachetto KrulikowskiFundacao Dom Cabral
Resumo
Introdução
This study examines how organizational culture can be shaped through evidence-based management of the selection process. Drawing on Attraction-Selection-Attrition (ASA) theory, it proposes a comprehensive approach to diagnose and manage cultural alignment in a high-growth professional services firm, recognizing that organizational cultures are inherently subcultural and strongly influenced by recruitment and promotion dynamics.
Contexto Investigado
The study was conducted in ATCO, a Brazilian professional service firm with over 600 employees and more than six decades of history. The company faces intense challenges due to accelerated growth by acquisition, digital transformation, and decentralization. These conditions have strained the cohesion of its original culture and increased the influence of emerging subcultures across divisions, demanding a systematic approach to realign culture with strategy and improve leadership effectiveness.
Diagnóstico da Situação-Problema
ATCO’s expansion brought unintended consequences: cultural dilution, conflicting subcultures, and disconnection between strategic vision and everyday practices. Selection processes were unintentionally reinforcing divergent value profiles. Leaders recognized that high-performing employees shared a distinct set of personal values not adequately represented in the candidate pool or reflected in hiring and promotion practices, leading to performance inconsistencies and strategic drift.
Intervenção Proposta
The intervention combined qualitative and quantitative methods, analyzing over 500 employee profiles, 2,000 job applicants, and external benchmark data. Using the Aggregate Value Profile and cluster analysis, the team mapped value gaps and cultural fragmentation across hierarchical and functional layers. Results informed practical adjustments to recruitment, socialization, and leadership development processes.
Resultados Obtidos
Significant misalignment was found between candidate pool values, hired employee profiles, and high-performing internal clusters. Employees who stayed longer and advanced had distinct value patterns often absent in candidates. The findings led to revised HR practices aimed at strengthening cultural fit in hiring and promotion. The study also revealed the strategic potential of reinforcing empathy and hard work as synergistic core values.
Contribuição Tecnológica-Social
This study offers a practical, scalable model for managing organizational culture through data-driven selection and development strategies. Technologically, it integrates normative benchmarking and advanced diagnostics. Socially, it addresses diversity, inclusion, and cultural fragmentation, showing how personal values and subcultures can be actively managed to sustain organizational identity and support strategic performance in complex environments.