Hiring for Culture Fit Is a Hidden Form of Discrimination

In the world of hiring, the phrase “culture fit” has become something of a buzzword. Companies often describe culture fit as a way to ensure new employees align with their company’s values, work environment, and collective mindset. On paper, this seems reasonable. After all, when you bring someone into a team, you want them to mesh well with others, share a common sense of purpose, and contribute to a harmonious environment. The catch, however, lies in the unintended consequence: “culture fit” can often act as a hidden form of discrimination, subtly perpetuating a homogeneous workforce that is neither reflective of society at large nor open to the full spectrum of creativity and innovation.

In fact, the very idea of hiring for culture fit—while it may sound innocuous or even enlightened—is fraught with hidden biases. Rather than a process of selecting individuals who will help enrich the company, it can serve as a mechanism for exclusion, where those who do not fit a narrowly defined mold are left behind. To explore this issue, we need to look beyond the phrase and understand what it means in practice, with real-world examples and cases where businesses have seen the negative repercussions of their own well-intentioned efforts to cultivate a "perfect" culture.

The Danger of Homogeneity: The Case of Silicon Valley

Consider the case of Silicon Valley, a region that prides itself on being the beating heart of innovation. Yet, for all its technological prowess and progressive ideals, Silicon Valley has long struggled with diversity. In a report published by the Kapor Center for Social Impact, the tech industry was found to have some of the lowest levels of racial diversity, with black and Latinx employees representing less than 10% of the workforce at major tech firms. This lack of diversity is not just a statistical anomaly—it can be traced to a deeply ingrained preference for “culture fit” during the hiring process.

The problem with this approach is that it often leads to teams that are not only lacking in diversity but also stagnant in their thinking. When everyone on a team comes from similar backgrounds, holds similar views, and has had similar experiences, the result is a lack of differing perspectives, which in turn stifles innovation. Mark Zuckerberg’s infamous comment about Facebook being “a company that was built on the idea of being a culture-first company” highlights the perilous side of hiring based on culture fit. When Zuckerberg made that statement, he was referring to his desire to create a tight-knit team that would gel together seamlessly. But the result was a monoculture that excluded anyone who did not fit a very specific image of what a "Facebook" person should be.

It is easy to see how this approach could lead to problems. While hiring for culture fit might appear harmless on the surface, it can be a subtle form of exclusion. As we know, implicit bias often dictates who we view as a "fit." When candidates come from similar backgrounds or educational institutions, or even share similar hobbies, they are more likely to be seen as "fit." This is compounded by the fact that we, as humans, are naturally inclined to hire people who reflect our own values and experiences, often unconsciously.

Culture Fit as Code for Bias

The notion that hiring for culture fit inadvertently leads to discrimination is not a theoretical one. Take the case of Google—widely seen as one of the most progressive companies in the world. In 2014, a former Google engineer, James Damore, wrote an internal memo that went viral. In it, he argued that the company’s efforts to increase gender diversity were misguided, and that men and women are biologically predisposed to have different roles in society. Google fired Damore for violating its code of conduct, but the uproar that followed revealed a critical truth: even progressive organizations can fall prey to biases disguised as "cultural fit."

In the aftermath, several critics of the company’s hiring practices pointed out that Google’s predominantly male, predominantly white workforce was the result of hiring managers’ tendency to hire people who thought like them and acted like them. In other words, "culture fit" had become an excuse for perpetuating the status quo—one that did not reflect the diversity of the world outside their office walls.

It is important to note that hiring for culture fit isn’t always about explicit biases or discrimination; often, the exclusion is unintentional. But that does not make it any less harmful. For example, at a certain company, an executive might prefer to hire someone who shares his love of weekend golf games or a mutual enthusiasm for the same college football team. While this might appear innocuous—after all, shared interests are one way to bond—it has the effect of creating a workplace that caters to those with similar backgrounds and excludes others who may not share those interests. Over time, this creates a workforce that, even if it was not intentionally discriminatory, does not reflect the broader range of human experience.

A Better Way: Hiring for "Culture Add"

So, what’s the alternative? How can companies avoid the trap of culture fit without sacrificing team cohesion or shared values? The answer lies in shifting from hiring for “culture fit” to hiring for “culture add.” Rather than seeking to fit candidates into an existing mold, companies should look for individuals who bring something new to the table—different perspectives, experiences, and ways of thinking.

A great example of this approach comes from Airbnb, which has long prioritized culture add in its hiring process. In an interview, co-founder Joe Gebbia discussed how the company had to intentionally foster a culture of diversity from its earliest days. He and his team realized that hiring people who added to the existing culture was key to building a company that could innovate and expand globally. By focusing on hiring for culture add, they actively sought out people who could bring their own unique experiences to the team—whether it was from different countries, industries, or backgrounds. This was not about lowering standards or hiring just for the sake of diversity, but about seeking employees whose life experiences could offer new ways of thinking and problem-solving.

Another organization that has embraced the culture add approach is The New York Times. In an article discussing the paper’s efforts to increase diversity, The New York Times emphasized its commitment to hiring individuals who could contribute to the company’s values while also challenging them. Their goal was to ensure that the newsroom reflected the full spectrum of society—across race, gender, class, and geographic origin. By bringing in individuals with different worldviews, they believed the paper could better serve its audience and create more compelling journalism.

Embracing Diversity of Thought

The concept of hiring for culture add isn’t just about increasing diversity for diversity’s sake. It’s about creating a work environment where people are encouraged to think differently, challenge the status quo, and bring new ideas to the table. Studies have shown that diverse teams are more innovative and better at solving complex problems. A report by McKinsey found that companies with higher diversity levels were 35% more likely to have financial returns above their industry medians. This is because diversity—whether in terms of race, gender, age, or background—brings a broader range of perspectives that lead to better decision-making and more creative solutions.

The best way to encourage diversity of thought and experience is by focusing on what an individual can add to the company—not simply whether they fit a pre-defined mold. This means actively challenging biases in the hiring process and being open to candidates who may not immediately seem like the “perfect fit” but who can bring valuable insight and fresh ideas.

Conclusion: A Shift in Perspective

In conclusion, hiring for culture fit is a practice that, while seemingly harmless, can perpetuate biases and lead to a homogenous workforce that stifles innovation. Instead, businesses should focus on hiring for culture add, creating an environment where diverse perspectives and experiences are valued and celebrated. By shifting the focus from fitting in to adding value, companies can build stronger, more innovative teams that reflect the diversity of thought needed to tackle the challenges of today and tomorrow. Embracing this shift is not just a moral imperative—it is a strategic advantage that can help organizations stay ahead of the competition and create a lasting impact in an increasingly diverse world.