TOLEDO, Ohio–An executive recruiter said he often hears the words “It’s not a great cultural fit” when a job candidate doesn’t work out, but those are words that should cause some pause, he said.
Michael Schneider, human capital specialist with Welltower, noted the expression suggests a candidate, for a myriad of reasons, is not a good match for an organization.
“When these reasons are objective and include aspects like communication skills, business acumen, or technical abilities, that's one thing,” he wrote on Inc.com. “But, if you hear this phrase in conjunction with personality or style, it should cause you some pause. Now don't get me wrong, preserving the organization's values and mission is important, but it has its limits. Cultural fit (unless clearly defined) is an individual interpretation, an interpretations are subject to bias.”
To illustrate his point, Schneider pointed to a column on culture written by Sue Shellenbarger that appeared in the Wall Street Journal.
Culture, wrote Shellenbarger, is: interpretations are subject to bias.
- 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 Culture Is 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
“Unfortunately, most think (consciously and subconsciously) of the ‘not’ list when interviewing. This is referred to as confirmation bias,” wrote Schneider. “Confirmation bias is the tendency for interviewers to interpret new information as confirmation of their existing beliefs or biases.”
At Welltower, wrote Schneider, the company uses a workstyle assessment tool called the Predictive Index (PI). The PI helps leaders and talent management teams understand their employees' workstyles so they can leverage the associated strengths and increase their team's productivity.
“A major theme is diversity,” said Schneider. “With various workstyles present, teams are more nimble, durable, and produce more well-rounded work products. However, unless stressed, most hiring authorities gravitate towards candidates with similar work styles.”
To prevent bias and ensure that you're making equitable decisions for your organization, Schneider offered this advice:
Lean on Formalized Processes and Procedures
“Where there is a lack of structure in a system, there is more room for bias. To hedge your risks, make sure to articulate expectations, and clarify requirements. In this example, structured interviews with pre-designed questions would limit the situations in which bias could influence decision making. I know it seems a little awkward to read from a script, but the truth is, it provides a fair experience for everyone involved. It also gives you a uniform platform for comparing candidates.”
Second Guess Yourself
“That's a counterintuitive idea. Most organizations advocate for quick and effective decision making. However, anytime you're making a "gut decision," shortcutting processes, and making assumptions for time-sake, you're opening yourself up to bias,” wrote Schneider. “Before you make a final decision, challenge yourself to come up with an objective-based rationale to confirm that you're making a fair judgment.”