By Jonathan H. Westover, PhD
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Abstract: This article argues that organizations should move away from primarily hiring for "culture fit" and instead focus on acquiring a diversity of talent. The explores how overemphasizing cultural similarity in hiring can undermine efforts to build inclusive workplaces. Citing research, the article posits that prioritizing culture fit disproportionately excludes women and minorities, and results in a homogenous workforce that lacks the diverse perspectives needed for innovation. Alternatives are presented such as evaluating fit and unique contributions, and changes to embedding inclusion throughout the hiring process like name-blind screening and inclusive leadership training. Practical strategies tailored to industries like tech, non-profit and healthcare are also shared. The article concludes that moving beyond culture fit as the sole criterion in hiring yields benefits but requires sustained leadership and an ongoing commitment to diversity, equity and inclusion.
As a management consultant and researcher specializing in organizational culture and diversity, equity, and inclusion, I've seen firsthand how the pursuit of "culture fit" can undermine efforts to build truly inclusive workplaces. Over the past decade, my work with Fortune 500 firms, non-profits, and government agencies has revealed a surprising truth: our obsession with only hiring people who are like us is holding back innovation, limiting creativity, and excluding talented individuals. It's time we rethink this approach.
Today we will explore why focusing solely on culture fit is a flawed strategy, share research-backed alternatives, and offer practical recommendations for reframing your hiring process to attract and retain a diverse range of talent.
The Problems with Prioritizing Culture Fit
When companies prioritize hiring for cultural similarity above all else, it sends a subtle yet damaging message that only certain "types" of people will feel welcomed and succeed within that organization. Research shows this disproportionately impacts women and underrepresented minorities who may not see themselves reflected in the existing culture (Ferdman & Deane, 2014; Koch et al., 2015; Shore et al., 2011). While striving for some degree of cultural alignment is understandable, an overemphasis on fit can "crowd out" diverse perspectives, life experiences, and ways of thinking that are so critical for problem-solving, innovation, and meeting the complex needs of a diverse customer base (Page, 2008).
In my work with clients, I've seen how focusing solely on fit often results in a homogenous workforce that struggles to adapt, think outside the box, and gain a true understanding of different communities and market segments. For example, one technology firm I consulted for had an almost entirely white and male senior leadership team because of their rigid focus on only promoting those who had proven their "street credibility." As a result, they failed to see major societal shifts happening and missed opportunities to better serve women and minority groups—opening the door for more progressive competitors.
Alternatives to Prioritizing Fit Alone
Rather than fixating on cultural similarity, research suggests a better strategy is to evaluate both a candidate's potential for fit and their potential for making a unique contribution based on their diverse experiences, skills, and perspectives (Koch et al., 2015). Done right, this refocusing on talent acquisition that welcomes diverse thinking can have wide-ranging benefits, such as:
Boosting innovation, problem-solving abilities, and creativity by bringing in new ways of seeing challenges (Page, 2008)
Improving understanding of different customer demographics and ability to develop inclusive products/services (Herring, 2009; Koch et al., 2015)
Enhancing strategic decisions and risk avoidance by incorporating varied life experiences into discussions (Carter et al., 2017)
Setting an example that your organization values diverse identities and givingemployees role models who share their backgrounds (Dobbin & Kalev, 2016)
Some proven strategies for moving beyond culture fit alone include using a competency-based approached focused on skills rather psychological traits, uncovering what unique strengths candidates bring rather than fixating on perceived deficiencies, and reframing organizational culture as multi-faceted rather than a single monolithic way of being (Ferdman & Deane, 2014; King et al., 2017). I've seen clients succeed by implementing hiring panels that include diverse representation, implicit bias training for all involved in selection, and banishing clichéd questions about "fitting in."
Embedding Inclusion Throughout the Hiring Process
To truly reap the benefits of diverse hiring, companies must go beyond fixing their job postings and selection criteria—inclusion needs to be authentically embedded in company values and everyday operations. Some action steps I've recommended to clients include:
Audit job descriptions for subtle cultural biases and ensure qualifications reflect essential skills rather than preferences for certain backgrounds (Dobbin & Kalev, 2016)
Implement name-blind application screening to remove gender and ethnic cues that can trigger implicit associations (Bertrand & Mullainathan, 2004; Koch et al., 2015)
Provide recruiters and interviewers with Inclusion 101 training covering topics like recognizing microaggressions, asset-based vs. deficit-based dialogue, and privilege (Sabharwal, 2014; Syed & Kram, 2019)
Empower employee resource groups to audit company culture and partner on solutions like sponsorship programs, mentorship circles, and inclusive leadership development (Ely & Thomas, 2001)
Track and analyze diversity hiring metrics, promotion and retention rates, succession planning, and employee survey feedback regularly to maintain accountability (Kochan et al., 2003; Dobbin & Kalev, 2016)
With these types of structural changes woven into daily operations, the vision of a truly inclusive workplace where all talents find belonging can become a reality rather than empty rhetoric. As leaders, we must walk the walk, not just talk the talk.
Practical Applications Across Industries
While the research behind these strategies holds true across all sectors, allowing for a bit of industry-specific customization can aid adoption. Some examples of effective implementation I've witnessed include:
Tech - Startups reworking job descriptions to highlight teamwork and communication skills over certain degrees; platforms adding recruiter certification programs; firms forming hackathons open to community members of all experience levels.
Non-Profit - Organizations auditing grant/volunteer applications for accessibility; instituting bilingual interview panels; leveraging connections with underserved community partners to source diverse candidates.
Healthcare - Hospitals using patient advisory boards to shape staffing needs; provider groups holding roundtable discussions to understand what makes certain demographics feel welcome as employees and customers.
Government - Agencies appointing ombudspersons to field culture concerns anonymously; departments enlisting stakeholder input to modernize position qualifications; teams collaborating cross-sector on new training and resource sharing.
In any industry, the key is customizing an inclusive hiring framework to organizational needs while maintain research-solid foundations. Results may not always be immediate, but done right, companies stand to gain immensely from the diverse perspectives and untapped talents a refocused approach unlocks.
Final Thoughts: An Ongoing Journey
While the research clearly shows that moving past culture fit as the sole hiring priority has wide-ranging benefits, changing established mindsets and practices takes sustained effort. Leaders must communicate an authentic vision for inclusion from the top-down, empower employees at all levels to shape solutions, and regularly revisit assumptions and metrics to foster a spirit of continuous learning. Challenging long-held beliefs can stir unease in some, so pairing new policies with inclusive leadership training can smooth the transition.
No company will get diversity, equity and inclusion perfectly right overnight. But by making talent acquisition practices and overall culture more welcoming of diverse talents and perspectives, organizations take an important step towards building truly just workplaces where people of all backgrounds feel empowered to fully contribute their skills. Progress happens through small acts of courage each day - and refusing to stay stuck in outdated ideas of who does and doesn't "fit in" is among the bravest stands leaders can take. Perhaps it's time we all reconsider what truly matters most when acquiring top talent.
References
Bertrand, M., & Mullainathan, S. (2004). Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination. American Economic Review, 94(4), 991–1013. https://doi.org/10.1257/0002828042002561
Carter, N. M., Silva, C., & Predmore, C. E. (2017). Women in academia: Insights from within a gendered space. In Women in Leadership (pp. 27-42). Palgrave Macmillan. https://doi.org/10.1007/978-3-319-30671-2_3
Dobbin, F., & Kalev, A. (2016). Why diversity programs fail. Harvard Business Review, 94(7-8), 52. https://hbr.org/2016/07/why-diversity-programs-fail
Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative science quarterly, 46(2), 229-273. https://doi.org/10.2307/2667087
Ferdman, B. M., & Deane, B. R. (Eds.). (2014). Diversity at work: The practice of inclusion. John Wiley & Sons.
Herring, C. (2009). Does diversity pay?: Race, gender, and the business case for diversity. American sociological review, 74(2), 208-224. https://doi.org/10.1177/000312240907400203
King, E. B., Hebl, M. R., George, J. M., & Matusik, S. F. (2017). Understanding tokenism: Antecedents and consequences of a psychological climate of gender inequity. Journal of Management, 36(2), 482-510. https://doi.org/10.1177/0149206310386219
Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3-21. https://doi.org/10.1002/hrm.10061
Kochan, T. K., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human resource management, 42(1), 3-21. https://doi.org/10.1002/hrm.10061
Page, S. E. (2008). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton University Press.
Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197-217. https://doi.org/10.1177/0091026014522202
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of management, 37(4), 1262-1289. https://doi.org/10.1177/0149206310385943
Syed, J., & Kram, K. E. (2019). Routledge companion to inclusive leadership. Routledge.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Rethinking Culture Fit in Talent Acquisition. Human Capital Leadership Review, 12(4). doi.org/10.70175/hclreview.2020.12.4.10
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