How to recruit an

employee that ‘fits’

with your culture
A Summary from the Culture Builders

Many businesses aim to recruit for cultural fit and train for skills because they
know a strong match of values between employer and employee is the bedrock
of a high performing culture. The challenge is to recruit ‘Investors’ as opposed to
‘Savers’ by ensuring the right person ‘fits’ from the outset. A successful recruitment
process should result in the new employee being able to immediately start
impacting the bottom line.

Avoiding the costly and time draining process of exiting a candidate who is clearly
at odds with the business is paramount for employers. Much of the hiring decision
will be influenced by one or more (usually face-to-face) interviews so this guide is to
help employers consider not just the type of questions they should be asking (and
indeed hearing from candidates) but also to consider other important clues such as
the candidate’s tone of voice when they talk and what they don’t seem interested in
or curious about.
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Here are some hints, practical ideas and example questions to help you get beyond
the CV and into the heart and mind of your candidates.

What messages does your environment reveal?

• What will a candidate see when s/he walks into the building and interview? Are
you interviewing in an area that truly reflects your business and culture, or in a
small, bland office?

Help candidates absorb the atmosphere

• Think about which rooms and areas of the business you would like to show your
candidate so they get a full sense of what it ‘feels like’ to work here and can
glean clues from the people working around them.
• Use the opportunity of the tour of the rooms to give you the chance to
chat more informally and perhaps pickup insight from the type of working
environment they are used to and how they like to work
• Highlight any particular working styles and atmospheres that you think represent
an important part of the culture. For example, are employees encouraged to use
relaxation areas or freely use different meeting spaces to allow them variety in
how they work?
• Be willing to show all areas of the business and not just where your candidate
will be placed. It is important they see how everyone fits together.
 Give them the best possible experience of your organisation

• Candidates will be reflecting on how they were treated during the pre-interview,
interview and post interview process. Even if they are not successful, their
impression of you will be carried with them potentially to competitors, suppliers
and even customers
• Provide open and honest insight to both successful and unsuccessful candidates.
Successful candidates need to feel that the business genuinely wants them –
and not just anyone who can do the job - and that the company sees something
special and valuable in the relationship.
• Successful candidates can use the insight as a basis for future developmental
discussions.
• Unsuccessful candidates need to feel they have been given the best possible
opportunity to secure the position and be left with a positive position.

Be flexible about who interviews the candidate

Interviewing is a skill and there is a lot of information about it freely available. But
don’t forget the wealth of knowledge and talent that your employees have, not
to mention how they actively live the values of your business. It is always worth
considering inviting selected employees to all or part of the interview process. For
example, they can explain ‘first hand’ what it is like to work with your customers or
how they have progressed to management positions.
It is always good to get a different perspective from another interviewer involved in
the process, even if they can only ‘pop in’ for 10 or 15 minutes of the interview.
Consider a follow up coffee or lunch to allow other key decision makers in the
business the chance to meet the candidate and see them in a different setting. Trust
your instincts but be open to other people’s perceptions, too.
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Be prepared for probing questions

Candidates should be keen to explore their cultural fit with the business. Consider
how you – or your ideal interviewer – might respond to questions such as:

• Who will my manager be, if I was to be successful?

• What is important to them/you in a successful team member?
• What fires you up to come to work here each day?
• What metrics will you use to measure the person in this role?
• How would you describe the culture of this company and how do you think you
demonstrate it?

Specifically ask questions to explore cultural fit

A key predictor of cultural fit is the willingness and ability to flex with the ebb and
flow of the organisation. Being willing to push outside of one’s comfort zones and
job descriptions is how new opportunities can flourish and ultimately help people
to grow themselves AND the business. Therefore it is important you dedicate
enough time to exploring beyond competency and skills. Consider asking:

• Describe the working environment that enables you to work at your best
• What stops you from performing at your best?
• Describe your ideal working day –what would it involve and what would you
prefer to avoid?
• What do you look for in a business and culture?
• What do you value about your working life at your current employer – what have
you particularly enjoyed and what elements of its culture have disappointed you/
are not a good match for you?
 Keep ‘recruiting’ after the interview

A huge amount of time and effort is typically invested in the selection and
interview process but its important to keep the momentum going once you have
chosen your employee(s) and help them feel part of the organisation before day
one at the office. Make sure you:

• Commit to any actions you promised you during the interview. For example,
specific information you would send or support for the candidate
• Set up some opportunities to meet the manager or team before they start to
help the candidate feel welcome and to come to the business knowing at least
some of the people they will be working with
• Encourage their immediate line manager to write a hand-written letter
expressing how pleased they are to have them on-board and what they
specifically will bring to the team
• Be as proactive as possible about addressing issues that might be delaying them
from quickly getting to full speed, from not being given the introductions they
need or having an issue with security passes.
• Champion an induction process that gives new candidates a strong framework
for the first couple of months of their employment, helping them to quickly
navigate their way round the business, make the connections they need and to
get to grips with the way things are done.
• Quickly give clear objectives and explain expectations of the role. You can always

© Northern Flight UK Ltd - 2013

review and change objectives after the first three months

Following our tips should help you identify the people who are right for your
business, who are as keen to fit with you as you are with them. And most
importantly of all, ensure they bring maximum performance to the business as
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quickly and successfully as possible. Don’t forget that the first year is critical – the
dip in engagement often happens after the first year, so be sure to keep up the
effort!

www.theculturebuilders.com