In recent years, I’ve been encouraged by a groundswell of employers that are choosing to embrace “culture-add” people practices. In fact, several months ago, I wrote about it in a Sage Masterclass article.
Because this concept is central to the future of work, I’ve continued to ponder, read and discuss culture-add issues with others. Now I’m convinced this topic deserves much more than just one blog post. So let’s explore it further here. I hope this underscores the need for a shift to a culture-add recruitment and retention mindset. But more importantly, I hope it inspires constructive change.
What Does “Culture-Add” Mean?
The term “culture-add” speaks to a paradigm shift beyond traditional “culture-fit” talent strategies. On the surface, the culture-fit approach seems appealing. However, it ultimately leads to one-dimensional groups, teams, and organizations. And history tells us homogeneity can have dangerous consequences: blind spots, groupthink, and poor decision-making.
In contrast, a “culture-add” approach actively seeks people with diverse perspectives that enhance teams and organizations. As we learn more about the significant benefits of a diverse workforce, culture-add hiring is emerging as an important way to strive for differences that make a positive impact.
As I noted in my previous article:
Most of us know that employees who align with a company’s values and fit into the culture generally have higher job satisfaction, improved job performance, and frankly, stick around longer. However, we are resting on our laurels if we use this as our rationale for continuing to use the culture-fit model.”
Embracing Organizational Change
We all know humans tend to resist change. In fact, the old adage, “If it ain’t broke, don’t fix it,” was suitable for a long time. It still holds some merit, so let’s not dismiss it completely. Tried-and-true processes can potentially save us from all kinds of turmoil — emotional, logistical, financial, and more.
As Stephanie Burns says in a 2021 Forbes column, Why Evolving Your Business Right Now Is Critical:
Anyone who has wanted to cling to how things were will be in for a surprise this year, as COVID-19 entirely shifted the original paradigm. However, it’s also presented an opportunity for businesses and individuals to evolve into new ways of being.
COVID hasn’t just turned the world on its head, it’s accelerated trends that were already happening, such as the shift to remote work and the collective desire for more convenience…
Still, some founders don’t want much change. This could be due to fear of the unknown or fear that leaving their old business model, which had worked so well for so long, could be catastrophic. However, we’re reaching a critical impasse where businesses that don’t evolve may very well fade out of the picture. Evolution is a natural part of all of our lives, and our businesses are no exception.”
Leaders would be wise to heed this important advice, even if it seems overwhelming. It’s time to change. Our work cultures are constantly shifting. We, too, should remain prepared to embrace new ideas, processes, and people who can make us better.
Culture-add hiring can support this process by inviting more diverse minds and voices to the table as we dream up fresh ideas and orchestrate change. This reminds me of a related term — new blood. We need new blood to thrive.
Connecting Culture-Add and Diversity
This conversation leads us directly to the benefits of diversity. There’s an excellent article on the NeuroLeadership Institute blog, Your Brain at Work: Why Diverse Teams Outperform Homogeneous Teams. The entire piece is worth reading, but here’s a noteworthy excerpt:
Diverse teams are particularly good at exposing and correcting faulty thinking, generating fresh and novel ideas, and accounting for a wider array of variables in planning.
Part of the reason this happens is due to what scientists call cognitive elaboration — the process of sharing, challenging, and expanding our thinking. In essence, diverse teams compel each other to think more deeply about their reasoning and interrogate the facts more objectively.
They share counterfactuals as they go, they don’t take things for granted, and there is minimal ‘social loafing’ — or just accepting things at face value. In short, diverse teams tend to come to better conclusions because those conclusions have been road-tested more thoroughly.”
The science of diversity in teams is truly fascinating. It tells us that recruiting and hiring leaders can help by feeding teams with talented people who can accentuate the benefits of diversity.
Of course, diversity and inclusion don’t end with hiring. The next step is fostering a workplace that makes a wide variety of people feel valued. This is not an easy task. However, it is essential. So let’s look closer at what to consider…
Tips For Building a Culture-Add Mentality
1. Actively weave a sense of belonging into your workforce
As you build a more diverse organization through culture-add hiring, don’t be surprised if cliques and segmentation develop based on geographical, cultural, and other distinctions. That’s natural! But challenge your people to also learn and share what they have in common with others. Allow space for these common interests and goals to surface.
The Why Diverse Teams Outperform Homogeneous Teams article offers a compelling reason to make this a priority:
The benefits of diversity aren’t likely to accrue if we simply put together a team of diverse individuals and assign them a task. The environment in which they’re working should be inclusive — one in which all members feel valued and as if they have a voice.
In that inclusive environment, the benefits of diversity are far more likely to materialize. If not, employees will leave the organization, or worse, stay but not contribute. Diversity without inclusion only creates a revolving door of talent.”
Vigorously work on building a sense of belonging so people of different ages, backgrounds, and lifestyles feel celebrated for their differences. After all, you’ve brought them in to add to your culture, so allow them to shine.
2. Prepare to fully retrain your recruiting and hiring staff
This tip could stand alone as an article, white paper, or college thesis. But to be brief, let’s use an example to illustrate how deeply culture-add hiring upends the traditional approach:
Previously, when Bob hired someone at XYZ insurance company, he considered a candidate like Stan an excellent fit. That’s because Stan lived in a similar neighborhood, was married to a well-liked woman, and had kids who were high achievers. If Stan also golfed on the weekends and enjoyed a steak dinner, even better! He’d fit right into XYZ Insurance and would have a fulfilling career.
As mentioned previously, this model once made a lot of sense. Cultural similarities and a genuine “he’s one of us” mentality created a comfortable atmosphere where longevity was often the result. Unfortunately, homogeneous organizations were also the result.
Today’s businesses face new challenges that require a different approach. Your talent acquisition team can start by taking the initiative to reassess the criteria they use to find people (where, how). Then you can reframe the recruitment conversation from end to end.
Instead of looking for people to fit a standard outdated profile, allow questions and conversations to emphasize and embrace differences in candidates. What can they add versus how do they fit?
Begin by asking yourself and others in your organization to talk openly about how hiring is being handled, and what kind of outcomes this approach is creating — for better or worse.
If a culture-fit model still drives your talent decisions, don’t be ashamed to admit it. But if that’s the case, you’ll want to start making changes soon. Because I assure you, your competitors are already moving toward culture-add for the win.