Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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Question: How much weight should human resources and hiring managers place on “culture fit” compared to skills, experience, and performance potential when evaluating job candidates? – Adrian
answer: Cultural fit is one of the most valuable filters in the hiring process, and it relies on cultural clarity, something many organizations overlook. To determine whether someone will fit into your culture, you first need to be able to clearly define it.
A strong culture isn’t about personalities, common interests, or who you have the most fun having lunch with. It’s about the behaviors, expectations, and standards that drive success.
Organizations must be able to clearly express who they are, what they value, and what it’s like to work there. This is cultural clarity. I often see companies trying to copy the culture of other organizations instead of being honest about their own culture. But culture is not about being like anyone else. As I often say, there is no such thing as a good culture or a bad culture (other than those that are immoral, unethical, or illegal). There’s just a culture. And it’s the employer’s responsibility to define it clearly and authentically from the beginning.
This starts early in the interview process. If your organization’s culture is clear, candidates will be evaluated based on those values. At the same time, candidates are empowered to decide for themselves whether the organization’s culture aligns with their values, work style, and career aspirations.
But cultural adjustments alone are not enough. Ultimately, every hire must create value that equals or exceeds the investment the company makes in recruiting, developing, and rewarding them. This is the new employee value equation. Are new hires adding value and a cultural fit?
This means that competency still matters. Organizations must never compromise on the fundamental knowledge, skills, and abilities needed to succeed. However, you can develop your technical skills, strengthen your expertise, and learn new systems. Power skills such as accountability, adaptability, sound judgment, curiosity, and a willingness to act in accordance with an organization’s values are much more difficult to teach.
That’s why the best hiring decisions aren’t just about whether a candidate can do the job perfectly from day one. They assess whether a person has the foundation to grow, contribute and create value over the long term. People with strong potential, the right mindset, and cultural alignment often outperform candidates who check all the technical boxes but struggle to succeed within the organization.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
