Week 2 WSJ Assignment – Dangers of Hiring for Cultural Fit
Question: Examine the pros and cons of “cultural fit” in organizations.
The Dangers of Hiring for Cultural Fit
Employers often aim to hire people they think will be
a good fit, but their efforts can easily veer into a
ditch where new hires all look, think and act alike
Shellenbarger, Sue. Wall Street Journal (Online)
New York, N.Y. [New York, N.Y]23 Sep 2019.
What happens when a boss tries to foster a more inviting workplace, but not everyone feels
invited? Employers often aim to hire people they think will be a good "cultural fit," with
attributes that will mesh with a company's goals and values. But their efforts can easily veer into
a ditch where new hires all look, think and act alike. That's bad for anyone who cares about an
office with a mix of races, genders and points of view.
"What most people mean by culture fit is hiring people they'd like to have a beer with," says
Patty McCord, a human-resources consultant and former chief talent officer at Netflix. "You end
up with this big, homogenous culture where everybody looks alike, everybody thinks alike, and
everybody likes drinking beer at 3 o'clock in the
afternoon with the bros," she says.
An alluring culture is a coveted prize in today's tight
labor market, surging to first from fifth place in the
last five years as the most important factor in
recruiting top talent, according to a 2018 Korn Ferry
survey of 1,100 hiring managers. But there's a
difference between cultural frills like office ping
pong and craft beer, and deeper ones that mean
more. To employees, it means loving a job for more
than just the paycheck. And to employers, it means
employees will keep working hard even when no one
is watching.
Making a good match can be difficult. In a pattern
researchers call looking-glass merit, hirers tend to
look for traits in candidates that make them feel good
about themselves. These may be more nuanced than
race or gender. A manager who got bad grades as a college freshman is likely to warm to an
applicant who also got off to a rough start, research shows. Or a hirer who attended a low-
prestige school may favor applicants who did the same.
"What most interviewers are looking for and acting on is more of an intuitive sense of, 'Would I
get along with this person?' and that often isn't very reliable," says Kirsta Anderson, global head
of culture transformation in London for Korn Ferry.
Employees err in taking a job because it offers office
ping pong, free lunches or heated toilet seats. Ms.
McCord recently met an HR executive who claimed
to keep employees happy by serving up the latest
craft beers. "Well, that sounds like a fun vacation. I'd
probably go to that resort. But that's not what you're
here to do," says Ms. McCord, author of "Powerful,"
a book on building workplace cultures.
Hiring managers need to go deeper and figure out
whether applicants are in sync with more
fundamental elements of their culture, Ms. Anderson
says. Are they excited about how the company
innovates, serves customers or makes a social
impact? Will they mesh with the way individuals and
teams at the company work, by collaborating or
competing? And will they naturally make decisions
the way the employer wants—individually or as a
group, embracing or avoiding risk?
It isn't easy to suss out those traits in an interview.
Jeanne Leasure, a human-resources executive, recalls
interviewing applicants for a job that gave
employees a lot of autonomy. She was looking for
recruits who were self-starters, but wound up hiring
one who turned out to be a lovable slacker. "We hit it
off, we had similar personalities," and the applicant gave convincing answers when she asked
him about past accomplishments, she says. But on the job, he didn't have as much drive as she'd
hoped, says Ms. Leasure, who was recently named senior vice president, people, at SpotX, an ad-
tech company based in Broomfield, Colo. She has begun asking more probing questions, such as,
"What was your work ethic like as a teenager?"
Fingerpaint Marketing is a flat organization with no lofty job titles, and its teams must work
smoothly together on tight deadlines. When Ed Mitzen, founder of the Saratoga Springs, N.Y.,
agency, interviews candidates, he explores whether they'll be kind to everyone regardless of
status, and pleasant to work with. If teammates enjoy working with them, he reasons the team
will get more done and do better work.
He screens out big egos partly by asking drivers for his company's car service how candidates
treated them en route to and from the interview. "If they're a jerk to the car-service guy, that's a
warning sign," Mr. Mitzen says. He once rejected an applicant partly because he put on airs with
the driver and expected him to open the door for him.
"Really? You're applying for a $150,000-a-year job," Mr. Mitzen says. "You're not applying to
be ambassador to France. Take it easy."
The best hires find the company's business goals motivational, Ms. McCord says. "A big filter
for hiring people at Netflix was, were they interested in our goal of making the customer happy?"
Ms. McCord says. She invited applicants to see the customer as someone like their mom—not
the engineer at the next desk, she says.
Many employers post their cultural values on the wall but fail to make them explicit to job
applicants, says S. Chris Edmonds, author of "The Culture Engine." This can easily lead to
misfires. Some 7% of workers ages 24 to 36 say they dislike their employer's culture so much
that they intend to quit their jobs in the next two years, according to a 2019 survey by Deloitte of
13,416 millennial employees.
More young workers are holding employers accountable for their values, and insisting that their
companies stand for something, Mr. Edmonds says. Some 32% of millennials say businesses
should try to reduce inequality and support better education, but only 16% of the employees say
companies are actually doing so, the Deloitte survey shows. And while 27% of millennials think
businesses should protect the environment, only 12% believe they're doing so.
The growing employee activism is marked by walkouts protesting employers' stance on the
environment, immigration policy or use of their technology for military drone strikes. Some 38%
of developers have approached their leadership with such misgivings or concerns, according to a
recent HackerRank survey of 71,000 software developers.
All that promises to put more CEOs on the hot seat. As employees become more vocal, "C-suite
leaders will have to listen," Mr. Edmonds says. And that, he says, is a good thing: "It helps
employers get clearer about, 'This is what we stand for.' "
Defining Cultural Fit
What it is:
—Shared enthusiasm about a company's mission or purpose
—A common approach to working, together or individually
—A mutual understanding of how to make decisions and assess risk
What it's not:
—A common educational, cultural or career background
—A sense of comfort and familiarity with co-workers
—Shared enjoyment of such perks as ping pong and craft beer
Credit: By Sue Shellenbarger