How to hire for culture fit, and why it matters
Contrary to popular belief, company culture is not “the way we do things around here.” That just describes the way things have been done, not the way a company sees itself or wants others to see it. Company culture is different because it is often shaped by people who want to change the status quo and infuse a sense of mission and purpose into the workplace.
When companies have a good handle on their culture and hire for culture fit, they can improve employee retention, performance, and overall recruitment. It may sound too good to be true, but it’s not. Here are the keys to keep in mind.
Understand organizational culture
Organizational culture refers to employees’ shared assumptions and norms, as well as tangible aspects of the work environment that influence and reflect these beliefs. Ideally, employees are comfortable when a company hires for cultural fit.
The most important aspects of organizational culture are the beliefs employees and leaders share about behavior and its consequences. If employees believe they will be punished for pointing out flaws in their boss’s ideas, they may not share feedback, even if it would be accepted. Similarly, employees who believe their contributions are truly valued are more likely to forgive minor inequities in compensation and benefits.
Choose a culture for your company
James Collins and Jerry Porras, authors of Built to Last, researched the characteristics of 18 companies that remained consistently among the top of their markets for more than 50 years. They included Hewlett-Packard, 3M, Motorola, Procter & Gamble, Merck, Nordstrom, Sony, Disney, Marriott, and Walmart.
Surprisingly, they found that these companies didn’t share any common, distinctive cultural attributes. However, they all placed tremendous value on hiring, developing, and managing employees based on clear cultural principles and beliefs. Each knew what culture they wanted to have and sought to hire for culture fit.
“In 17 of the 18 pairs of companies in our research, we found the visionary company was guided more by a core ideology—core values and a sense of purpose beyond just making money—than the comparison company was,” Collins wrote. “A deeply held core ideology gives a company both a strong sense of identity and a thread of continuity that holds the organization together in the face of change.”
Walt Disney, for example, created an entire language to reinforce his company’s ideology. Disneyland employees are “cast members;” customers are “guests;” jobs are “parts” in a “performance.” Disney required that all new employees go through a Disney Traditions orientation course, in which they learned the company’s business is “to make people happy.”
Make culture part of your recruitment
The main relationships between culture and recruiting are associated with employee attraction, selection, and retention. From an attraction standpoint, culture is primarily about the brand image a company projects.
Companies that take culture seriously actively market their culture to candidates. This attracts people who will thrive in the organization and repels people who would be more effective working elsewhere.
Another reason to recruit around culture is that while job demands and requirements constantly shift, a defining characteristic of culture is that it remains constant in the face of change. A person hired based on culture fit is more likely to continue on as a valuable company resource, even if the original position ceases to exist. In fact, an effective organizational culture actually helps people work together to adapt to business changes.
Does your company hire for culture fit?
Once you understand your company culture, are you ready to hire for cultural fit? As you design your hiring and recruiting process, don’t start from scratch. With expert recruiting and retention insights and strategies, Monster Hiring Solutions can help you find employees that fit—and amplify—your company culture.