Reference no: EM132100865

The idea of fit in hiring is important because it facilitates teamwork and positive working relationships. However, is there a risk that too much fit can be negative? If we only want people in our organization who are like us, is there the possibility that the organization may become stagnant and miss opportunities for improvement? Furthermore, can the idea of fit really be a disguise for simple prejudice bias? It has been suggested that that cultural fit is “an incredibly vague term, often based on gut instinct. The biggest problem is that while we invoke cultural fit as a reason to hire someone, it is far more common to use it to not hire someone” (Wharton School, University of Pennsylvania 2015). Another writer noted that in many organizations, the idea of fit “has gone rogue.” Interviews with 120 decision makers found that many were using subjective personal criteria rather than screening for individuals who could succeed in the organization's culture (Rivera 2015). Furthermore, are there times when we may not want fit to be an element in the hiring process—might we find it helpful to hire people who specifically do not fit the culture of the organization? If so, under what circumstances would this be desirable? Might too much fit also interfere with diversity goals for the organization—are diversity and fit incompatible?