Culture fit or culture add?
A diverse team can prevent stagnation and bring in new ways of thinking
When organisations are hiring, “culture fit” is often part of the conversation.
That makes sense. Most employers want someone who shares their values, works well with others and will contribute positively to the team.
But culture fit is only part of the picture.
If everyone on your team has a similar background, similar experiences and approaches problems in the same way, you’re less likely to bring in new ideas and diverse thinking and you risk stagnation. That’s why more organisations are starting to think about culture add as well.
What is culture add?
Culture add isn’t about replacing culture fit.
When you are recruiting with a “culture add” mindset, you still want people to fit in — you don’t want a clash of cultures — but beyond simple fit, you are looking to recruit people who will bring new ways of thinking and doing and help take your organisation to the next level.
That diversity isn’t just about ethnicity or culture. It’s also about life experience.
Someone who has worked in local government may approach a problem differently from someone who has spent their career in charities. A parent returning to work may have developed skills that don’t appear on a CV. Someone changing careers may bring ideas from an industry your organisation knows little about.
None of those experiences automatically makes someone a better candidate. But they may offer something your team doesn’t already have.
For employers
Before advertising your next role, take a look at your team.
Are there skills you’re missing?
Could someone with experience in a different sector strengthen your organisation?
Diverse recruiting starts with your job ad: Your job advert is the first opportunity to engage with people from diverse backgrounds. If your role requires specific experience or cultural skills, for example, knowledge of or language skills, then make this clear early on to ensure you get the right sort of applicants. If you are advertising a more general role but want to appeal to a more diverse candidate pool, then make sure the language and requirements of your advert are inclusive and have wide appeal. For example, soften the requirements for certain qualifications and promote experience as a suitable alternative.
Showcase why your organisation is great to work for: If you want to attract great people, you need to show why you are a great organisation to work for. So make sure your job ad also highlights additional perks that might appeal to people from different backgrounds, like extra employee support, flexible time off for significant dates outside the standard New Zealand holidays, or social team events.
Do your initial candidate sift without bias: When you are initially screening applications, ensure you are doing so against clear criteria and without introducing bias - either negative or positive - towards certain types of people. Remember, even if you are keen to diversify your workforce, it helps if the chosen candidate has the skills to do the job too.
Ensure the application and interview process works for people from diverse backgrounds: Consider whether your application and interview process works for people who have English as a second language, for example, or who might expect certain cultural norms to be adhered to. While there should be some compromise on the part of the candidate, too, it helps if you can be flexible.
Onboarding and beyond
Ensure your onboarding process follows through on the agreed contract: If you agreed on any special terms with your new employee during the recruitment process, ensure they are put in place early, and both the employee and their team and manager understand them.
Be prepared for change: Bringing new people onto a team always brings some change, but bringing in people who might not be an exact match for your current team could present more challenges. Ensure you have processes in place to deal with this and that you develop a culture of openness and a willingness to listen.
Give your team a chance to learn about each other’s cultures and beliefs: Team events that give employees the chance to explain more about their culture or beliefs can help to build connections. For example, if you have team members from several different countries, you could host a shared lunch where everyone brings a dish that represents their home country.
Consider booking diversity or cultural awareness training: If your organisation is just beginning to create more diversity in your workforce, then it can be a good idea to implement diversity training to help your employees run by an expert.
For jobseekers
It’s easy to spend an application trying to prove you’re a good fit.
But it’s also worth thinking about what makes you different.
Maybe you’ve worked across several sectors. Maybe you’ve volunteered, cared for family members, changed careers or developed skills outside your main job. Maybe you have lived experience that gives you something to contribute. Those experiences may not be the first things you think to highlight, but they can shape how you solve problems, communicate with others and adapt to change.
When you’re writing an application or preparing for an interview, don’t just think about why you want the job. Think about what you’ll add to the organisation.
That doesn’t mean trying to invent a unique selling point or pretending to be different for the sake of it. It means recognising the value of your own experiences and being able to explain how they’ve influenced the way you work.
If you’ve taken an unconventional path, don’t assume you need to apologise for it or explain it away. The experiences that make your career look different from someone else’s may also be the reason you stand out.
Every new employee changes a workplace in some way.
The challenge for employers is recognising the value that comes from bringing in someone who doesn’t have exactly the same experiences as everyone already on the team.
For job seekers, it’s recognising that those differences can be a strength, not something to explain away.