After addressing this issue for
the better part of two decades and reading numerous recent posts and threads (ad nauseam) on the topic it appears
obvious that few people really know what Cultural
Fit is within its business context.
It sounds to many like so much esoteric nonsense and sometimes that’s
the way the government sees it. That’s
probably the way you should look at it as well… at least within the window of
discrimination (race,
religion, sex, age, etc.) and the ultimate well-being of your company and your
clients.
Now
does this mean that you’re going to go out and deliberately hire a square peg
for that round hole? We hope not. What this does mean is that you are going to
write air tight position descriptions that identify legitimate requirements (Bona
Fide Occupational Qualifications - BFOQ) for the position (including your
prevailing management style) and hold your candidates to that standard. That effort
should include training your recruiters, hiring managers and first line
supervisors to a high level of competency on what they can and cannot do and
that means not injecting their personal bias into that process. Therein
lies your key. We are assured that
Human Resources already embraces a working knowledge of Best Practices when it
comes to Recruiting and the potential for discrimination in a skewed employment
function.
First
line supervisors and hiring managers are where the rubber meets the road for
any company and those less seasoned and trained are where many employment
problems emanate. Many of that ilk are
disposed to entertain and hire those who seemingly share their interests and
values or at the outside eliminate those they feel may ultimately pose a threat
to their domain – that old territorial
imperative thing. Needless to say, these have little to do with, “cultural
fit.”
The
question then begs - are hiring managers looking for a Friend or as Lauren Rivera, Assistant Professor of Management at
Northwestern University’s Kellogg School of Management offered, “a romantic
partner” or optimally - the best qualified candidate for your position? A
recent employment study validated our observations by reflecting that a
majority of the hiring managers surveyed ranked cultural fit (CF) and
specifically their definition of CF
as, “the similarity to existing employees' backgrounds, hobbies, and
presentation” as the most important measure of a candidate’s worthiness during
the job interview (Yikes!*).
Well,
that’s not the real definition of cultural fit which as aptly defined by HR
Consultant Susan Heathfield of About.com is the, “Culture, the environment you
have created for employees in your workplace, is made up of the values,
beliefs, underlying assumptions, attitudes, and behaviors shared by a group of
people.” We agree but most importantly it’s also how companies deliver their
product and accomplish tasks – how they collaborate/work together and
demonstrate the core values of their company in order to achieve their mission.
So, within the context of the candidate, cultural fit is the perception of
their ability to comfortably and effectively work in an environment that is compatible
with their own beliefs, values and work ethic.
As
an indicator of the prevailing mindset, a recent survey published in Forbes
indicates that in an effort to increase their employee retention numbers, 88%
of surveyed employers are looking for cultural fit over skills in their next
hire (Yikes!*). So, if a lot of their Associates like
football then better not hire someone who shuns athletics in favor of the local
ballet. Yes, that’s really happened. It now just seems a secondary
consideration whether the candidate can perform in the applied position.
There
are so called management consultants and business folks on the World Wide Web
advising that while employers should always look for employees with a high
degree of competence, they should always choose cultural fit over competence when they have to make a choice? We ask, why put yourself in a position where
you are required to make that choice and potentially compromise your
company? We also advise that cultural
fit should never trump competence as a factor in any employment decision. Why
fill up your ranks with same sign, same dress, same everything and cut yourself off from those could/would evolve
your company and carry you forward as business needs require? Now, while you
may identify several equally qualified candidates in terms of competencies, an
estimation of cultural fit may be the tipping point for your ultimate
selection. We would also offer that companies always be sensitive to any
potential discrimination issues.
In
a same song, different verse perspective we are reminded of companies and particularly one that used a
personality test – ones like Myers-Briggs, Bigby-Havis, Hogan Personality
Inventory (HPI), Keirsey Temperament Sorter (KTS), Minnesota Multiphasic
Personality Inventory (MMPI-2 post offer
only), etc. as valid predictors of job performance and therefore a major
part of the employment process. Understanding the potential fallacy of those
tests the company initially relegated them to a seat (one vote) at the decision
making table. Those tests, however, ended up dominating the entire process and
mostly were the ultimate factor in employment decisions. In all fairness we add
that the consulting company was disappointed and questioned that approach.
These
tests are not only extraordinarily expensive, they are time consuming and with
scheduling, travel, housing and other issues adding substantial time to the all-important
time to fill (TTF) metric. A seemingly routine requisition that should have
taken 30-45 days on average to fill now took twice as long. Most HR Managers we know question whether
these personality tests actually communicate anything useful about how future
employees might perform on the job. We feel that a comprehensive background
investigation and drug screen coupled with a sophisticated interactive, behavioral
interview process by well-trained hiring managers who understand the job and
their company’s culture and mission, have proved a much more effective
mechanism.
While
we somewhat digress we wanted to make the point that hiring managers,
especially those who don’t know or understand what cultural fit really is, who
hang onto this criterion to the exclusion of other more relevant standards, aren’t
doing themselves or their companies any favors.
As alluded to previously, we also wonder if these hiring managers have
any clue about the potential for discrimination and any disparate impact issues.
The
bottom line is that cultural fit can be both – Nonsense or a BFOQ. A candidate who embraces and demonstrates a
management style and work practices not compatible with your company could be a
legitimate factor when considering that individual’s suitability for a
position. For example, a candidate who has
demonstrated preference for an independent, freewheeling entrepreneurial style
vs. a business culture that values and embraces a more directed team approach –
one more highly regimented and controlled - may not be the best fit for that
company. If you are dealing with an enlightened
candidate they would consider this information highly relevant as well.
However,
the hiring manager that eliminates individuals who may not conform to all their
cultural norms (or personal tastes) though demonstrate all the key competencies
they are seeking, are probably missing the boat. Yes, it can be a delicate balancing act. Don’t overlook those capable and qualified
candidates who can consistently “think outside the box” and forward your
agenda/mission. That rationale as one respondent opined, “Doesn’t leave the
team/organization open to diversity and diversity can generate significantly
greater results.” We agree. Companies
that select employees via a cookie cutter model will be putting all their eggs
in one basket (like the canary in the mirror) and predictably may end up with
folks that all think and act alike. That
usually spells disaster or at least stagnation for companies operating in a 21st
century business climate which will probably require the capacity to quickly
change direction – and not end up like so many lemmings hurling themselves over
the precipice.
So,
just because a candidate is “different” doesn’t mean that they wouldn’t be a
good fit for your company. We advise that cultural fit should never trump
competence as a factor in any employment decision but can be, “one seat at the
table.” Companies need to insure that their recruiters and hiring managers
understand all the relevant operational details of their company’s policies and
employment process including the significance of cultural fit in any decision. Likewise those managers need to be monitored
just to make sure that they aren’t hiring someone just because they drink the
same beer…
Aye,
Ned
Buxton
* Yikes! equals astonishment, surprise, alarm and then fear - in that order.
PS - Please note that this piece
like all previously offered posts is not intended to be construed as legal
advice, rather for informational purposes only and reflects the opinions of
this writer based on his business experience. Please contact your Human
Resources Department or employment attorney with respect to any particular
issue or problem. NB
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