Hiring for “culture fit” perpetuates homophily, excluding diverse talent through the flawed “beer test.” This unconscious bias harms minorities and creates groupthink. Rather embrace “Culture Add”: seeking differences that drive innovation, not similarity that breeds stagnation.
Picture this scenario. You’ve made it to the end of a pretty long selection process. The candidate has an excellent CV, above-average technical skills and relevant experience. But then, during the meeting between HR and the Hiring Manager to go through the interview process, there’s this awkward silence.
Finally, someone says the magic words:
“I don’t know… they’re good, but I don’t think they’re a good culture fit.”
No one’s asking for a blow-by-blow. Everyone nods their heads in agreement. The candidate didn’t make the cut.
But what have we just done, really? We often use labels like “cultural adaptability” or “chemistry” to sound all friendly and inclusive, but in reality, we’re actually using a pretty dodgy and dangerous sociological mechanism for DE&I (Diversity, Equity & Inclusion): homophily.
Let’s bust this myth wide open by peeling back the corporate veneer to see what happens on a social level when we decide to hire only those who “are like us.”
The sociological trap of the ‘beer test’
In sociology, homophily is when people tend to hang out and form bonds with others who are similar to them. It’s like an instinct we’ve all got, right? We’re all similar, so we feel at ease, but when we’re faced with something different, that’s when we’re alert.
When it comes to recruitment, this often means the so-called “Beer Test” (or coffee test). The recruiter’s basically asking: “Would I go for a beer with this person after work?”
If the answer is yes, we think they’re a good fit for the company.
If the answer is no, we see a risk.
The thing is, when we want to have a beer with someone, it’s rarely because of their skills or morals. Instead, it depends on shared cultural codes: the same educational background, the same sense of humour, the same hobbies, the same accent, often the same social class or ethnicity.
When we use “culture fit” as a yardstick, we’re not protecting the corporate culture, we’re cloning it. When you look at society as a whole, we’re basically just keeping the wheels turning. If the leadership team is made up of white, extroverted, forty-something men who are mad about football, then “culture fit” will naturally lead to the selection of other men with similar characteristics, unconsciously discarding those who don’t fit the bill.
So, let’s talk about why ‘fitting in’ isn’t great for minorities. This is the crux of the DE&I issue. The idea of “cultural adaptation” is basically conservative. It’s about fitting in with the majority, not the other way around.
For minorities, whether they’re ethnic, gender or neurodivergent, “culture fit” is often a bit of a joke.
If you’re neurodivergent (e.g. on the autism spectrum) and struggle with social nuances or non-verbal communication, it’s pretty much guaranteed that you won’t measure up to the ‘instant likeability’ test, even if you’ve got superior analytical skills.
If you’re from a different cultural background, you might have a different approach to conflict, authority or communication to the dominant Western or local standard. It’s labelled as ‘unsuitable’ rather than ‘different’.
When we ask for ‘fit’, what we’re really asking for is assimilation. It’s basically like saying, “We’re open to you, but please try to fit in and be more like us.” This isn’t about inclusion, it’s about making everything the same.
The idea of comfort and the danger of groupthink
Why do companies love culture fit so much? Because it’s convenient.
It’s great to work with people who think like us, who laugh at our jokes, and who use our jargon. There’s less friction. You can make decisions more quickly.
But the study of how organisations work tells us that when there’s no tension, that’s often a sign that things are about to go downhill.
If a group is too homogeneous, they’re likely to fall victim to groupthink. No one challenges the status quo, no one sees the blind spots, no one proposes lateral solutions because everyone looks at the problem from the same angle.
True diversity is uncomfortable.
Having someone on the team who’s a bit of a different kettle of fish, with a radically different background, will inevitably create friction. There’ll be times when we’re not on the same page. It’ll take longer to align.
But it’s precisely in that friction, in that space between different ideas, that innovation is born. That’s when the company stops looking in the mirror and starts looking out the window.
The solution: From ‘Culture Fit’ to ‘Culture Add’
How can we get out of this sociological impasse? We just need to change the preposition. Stop looking for people who fit in and start looking for people who add value.
The idea behind Culture Add flips the script. Instead of asking whether someone will fit perfectly into the existing framework, we ask what piece of the puzzle they can bring to the table.
Maybe if we’re all extroverts and quick-witted, we need to have an introvert who can think things through (Culture Add).
If we all come from top universities, maybe we need someone who’s been around the block a few times, starting from the bottom up (Culture Add).
If we’re all locals, maybe we need someone who can bring a multicultural sensibility (Culture Add).
If you adopt the Culture Add mindset, you see difference as a good thing, not something you have to overcome. It means being open to having a difference of opinion and working it out together.
Breaking the mirror
If you work in HR or team management, the transition can be tough because you have to go against your instincts. You need to hire someone who, at first, might not seem like the obvious “beer buddy”, but who’s actually the professional the company needs to grow.
Next time you hear that it’s not a good fit for the company, try playing devil’s advocate. Ask: “In what sense? What exactly do you mean? Are we evaluating values or are we evaluating similarity?”
You can’t really include everyone by seeking confirmation. You can achieve this by thinking about what you don’t have.
Stop hiring your own reflection. Break the mirror.