An important consideration in employee recruitment and hiring is to find a good person–organization fit, the compatibility of the individual with the organization. The compatibility often centers on the extent to which a person’s major work-related values and personality traits fit major elements of the organization culture. Following this idea, a person who is adventuresome and prone to risk taking would achieve highest performance and satisfaction where adventuresome behavior and risk taking are valued.

Conversely, a methodical and conservative individual should join a slow-moving bureaucracy. Many business firms today are investing time and effort into recruiting and hiring employees who show a good person–organization fit. A selection strategy of this type can lead to a cohesive and strong organizational culture. The danger, however, is that when employers focus too sharply on cultural fit in the hiring process, they might inadvertently discriminate against protected classes of workers.

Specifically, the hiring manager might focus on superficial aspects of conformity to culture, such as physical appearance and which schools the candidates attended. The selection of candidates who look alike and act alike conflicts with a diversity strategy. Leaders can take the initiative to guard against this problem. The alternative is to focus on traits and behaviors, such as intelligence or ability to be a team player.