Definition of undermine11/2/2022 ![]() ![]() Importantly, the effect of value fit on innovation was due to team members identifying more strongly with the team, which led them to be more accepting of the diverse ideas and approaches of the other team members. A study of 346 members of 75 health care teams found that, when members perceived higher value fit to their team, team leaders rated the team as being more innovative. But again, people can think differently while still maintaining the organization’s overall values. ![]() If people think differently, that boosts innovation. This misconception relies on the idea that, if everyone is the same, it reduces creative thinking and therefore innovation. ![]() Misconception #3: Hiring for culture fit hurts innovation. When done right, hiring for culture fit might enrich rather than undermine diversity in your organization. Pursuing culture fit and diversity together can buffer some of the challenges that come with managing a more diverse workforce. Research shows that adopting this stricter definition of culture fit can reap its benefits while still bringing in diverse perspectives, experiences, and skills it also finds that higher value fit is associated with higher retention for people who, because of being demographically different, are typically more at risk for low retention. An assessment of culture fit should focus on how well the person’s values align with the organization’s, rather than how well their personal characteristics, such as gender, ethnicity, age, and sexual orientation, align with the current workforce. Although, at first blush, this assertion seems to make sense, a simultaneous pursuit of culture fit and diversity is possible. The idea here is that hiring for culture fit undermines efforts to increase workplace diversity, because it leads to hiring managers essentially trying to clone their current workforce. Misconception #2: Hiring for culture fit hurts diversity. It is not a luxury it is as important to overall organizational functioning as hiring for other qualities. So if leaders want to have an engaged and motivated workforce - as well as the ability to attract and retain the skilled employees they want - culture fit is essential. Studies show that value fit also relates to actual job choice decisions, in the sense that people with higher value fit stay longer and perform better than people whose values fit less. Meta-analyses have found that people whose values are more aligned to those of their organization are more committed to the organization, more satisfied with their job, and less inclined to leave. While we’re not disputing the importance of having a highly skilled workforce, a large body of scientific evidence has shown that culture fit-which we and others define as how well one’s values adhere to the values of the organization or team - matters significantly for how people act and behave at work. ![]() The core assumption here is that employees’ skills and competences matter more for organizational effectiveness than how well they fit in. Misconception #1: Culture fit is a “nice to have” but not a necessity. Clearing these up can help managers improve their talent strategies. The confusion over what culture fit is has given rise to a number of common misconceptions. Most of the controversy boils down to a single key issue: the wrong definition of culture fit. Although most managers would agree that it is important to hire people who fit in, the idea of hiring for culture fit has become controversial. ![]()
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