Recent research reveals that 80 percent of employers name “cultural fit” as a top priority when hiring. However, a recent New York Times article suggests that when so-called fit is evaluated in snap judgments, it can result in managers hiring only people who are personally similar to them, while excluding those who are not.
Lauren Rivera, an associate professor of management and organizations at Northwestern University’s Kellogg School of Management researched the hiring practices of the country’s top investment banks, management consultancies, and law firms, interviewing 120 decision makers. She concluded that interviewers commonly rely on subjective measures like personal chemistry to make hiring decisions. They were also prone to hire applicants whose “hobbies, hometowns and biographies matched their own.” The obvious downside: “It is easy to mistake rapport for skill.” Highly qualified job seekers who do not hail from the same social strata can be left out completely.
We first published our Organizational Culture Survey and research in 1988 and it has been used by researchers and practitioners around the globe to measure and manage cultures. We acknowledge the importance of fit because employees who resonate with an organization’s goals and strategies will be more productive and stay longer. But we also agree with Professor Rivera that “fit” should reflect organization values, not personal preferences.
We want to hear: How would you describe your organizational culture, and how does your organization measure organizational fit? To join the conversation, click "comments" on our Community of Practice Forum.