You're Getting "culture fit" Wrong

The term "culture fit" can be misleading and, if not carefully defined, may lead to biased hiring practices that are difficult to reverse as you scale.

“Culture fit” suggests a mold into which people must fit into and is often based on subjective criteria that has little to do with actual abilities that a person has to contribute effectively.

What Discrimination Sounds Like in Hiring

"They're not like us."

"I just can't see them fitting in here."

"They are not your typical [insert role]”

“It was a weird interview, I think it was because they are from [insert non US country]”

Culture is a big part of building a company, so it would be wise to have your culture defined based on a set of values rather than just a vibe.

So how do you use “culture fit” the right way get better at it?

Company Culture: Adding Value, Not Just Fitting In

In order to lay the foundation for your culture, you have to define what culture means to you and why it is important. These steps can help when it comes to building a team with a great culture. If culture is at the core of what you are looking to build, then you have to include it in the interview process. Here are a few ways that you can do it.

1. Define Core Values Clearly: Before assessing candidates, be clear about your company’s core values. These should be specific, actionable, and truly reflective of your company’s ethos—not just buzzwords. You should be able to point to examples of how these values show up.

2. Evaluate Values Alignment: During interviews, explore how a candidate’s personal values align with those of your company. This goes beyond checking off skills and experiences; it's about understanding their worldview and ethical compass.

3. Assess Value Addition: Ask yourself and your team, “What new perspectives and strengths does this candidate bring?” This helps shift the focus from assimilation to enhancement and innovation.

4. Structured and Objective Evaluation: Develop a structured interview process that focuses on competencies and behaviors that align with company values. This reduces bias and ensures a fair assessment of all candidates. I’ll be sharing the ACT (Alignment, Clarity, Trust) framework that I use in a later newsletter.

5. Diverse Panels and Feedback: Utilize diverse hiring panels that can provide multiple perspectives on a candidate’s fit in terms of value contribution. This helps mitigate individual biases and fosters a more comprehensive evaluation process.

As a founder or hiring manager, it is not enough for you to be the only one who practices this. You must implement this mindset across your team. Make it clear that the goal is to cultivate a diverse and dynamic team, not to clone the existing one. This openness not only sets the stage for a more inclusive culture but also aligns with broader goals of innovation and adaptability.

If you are on the other-side of the table as a candidate and a company mentions their “culture,” you should be prepared to have a full and clear understanding of how they define culture and what the company's values are.

Making the shift

Redefining how to think about culture in hiring is more than a semantic shift; it’s a fundamental change towards building more inclusive, innovative, and effective teams. By focusing on culture contribution rather than culture fit, it paves the way for a richer, more diverse workplace where everyone has the opportunity to thrive based on their values and contributions.

Truly define culture for your organization and don’t let “culture fit” be the scapegoat for missing out on great talent.