Tom was a highly skilled and productive member of his team. Not only did he arrive earlier and stay later than everyone else on his team, he was usually the first to volunteer to help resolve crises and attend to unusual projects. Additionally, Tom introduced multiple cost-saving and risk-reduction initiatives to his company, and was a “star performer” in the organization.
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So, when his boss called him into his office and gently told him they needed to part ways because “the company was headed in a different direction” and therefore, Tom was “no longer a good fit,” it created a stir and sent shock-waves through much of the organization. Over the course of several months, as Tom achieved success and recognition for his contribution, he had increasingly attributed his effectiveness to his farm-boy and marine corps conditioning, and referred to his civilian colleagues as “wusses” and “softies” who needed to be toughened.
In the process of outworking and belittling his colleagues , he had offended and alienated several key stakeholders, and had become the change that needed to be made. His work style and personality, his values and his approach to dealing with others had become incongruent with those of his employer. And the impact on morale was becoming too high for the company to bear.
In today's fast-paced and constantly evolving business world, finding the right employees can be a daunting task. While experience, qualifications, and skills are undoubtedly important, they're not always the most significant factor in determining the success of an employee in a particular role. That's where "cultural fit" comes in - the alignment of an employee's values, personality, and work style with the company's culture and values.
Cultural fit is a vital factor for both employees and employers. For employees, finding a company with a culture that aligns with their own values and personality can have a significant impact on job satisfaction and overall happiness. When employees feel like they fit in with the company's culture, they're more likely to feel a sense of belonging, which leads to higher levels of engagement and motivation. Additionally, employees who feel like they fit in with their coworkers and the company culture are more likely to stay with the company long-term.
Employers also benefit from hiring employees who are a good cultural fit. First and foremost, employees who fit in with the company culture are more likely to be productive and efficient. They'll be more comfortable in their roles and able to collaborate better with their coworkers. Cultural fit also leads to lower turnover rates, which saves employers money and resources that would otherwise be spent on recruiting and training new employees.
Moreover, hiring employees who fit the company culture can also help maintain and strengthen that culture. As new employees integrate into the company, they bring their own experiences and perspectives, which can enrich the culture and help it evolve over time. However, it's essential to ensure that new employees' values and personality are consistent with the company culture to maintain a positive work environment.
When assessing cultural fit, it's crucial to consider both the company culture and the individual employee's values, personality, and work style. To evaluate cultural fit, employers can use behavioral interviews, reference checks, and personality assessments. Additionally, employers should be transparent about their company culture during the recruitment process, highlighting the company's values and expectations.
As you find or build your team, remember that cultural fit is an essential factor for both employees and employers. Employees who fit in with the company culture are more likely to be productive, engaged, and happy, while employers benefit from lower turnover rates and a positive work environment. When assessing cultural fit, employers should consider both the company culture and the individual employee's values and personality to ensure a successful and fulfilling working relationship.
Renwick Brutus' career has spanned roles as research economist, investment advisor, entrepreneur and consultant. He holds an MBA from Fordham University and has been recognized for his outstanding achievement in sales, communication and business leadership. Today, Renwick applies his unique blend of business strategy and interpersonal skills to help individuals prosper and companies grow. He is actively engaged as an entrepreneur, advisor and executive coach to business leaders. Contact him by email and LinkedIn .