Diversity vs cultural fit

Does hiring talent based on cultural fit and shared values automatically lead to high performance? Or is a diverse workforce the best way to impact the bottom line? In a panel discussion with hiring managers from Pernod Ricard, Robert Walters explored these questions.

Based on our industry knowledge and recent research, findings are:

• A diverse workforce in terms of skillsets, gender and age often leads to more innovative thought, because you don’t have ‘a team of same same’.
• As people continue to live longer and careers are extending beyond traditional retirement age, employers will find themselves managing an age diverse workforce which ranges across six or more decades, so it’s something that can’t be ignored.
• Employees who don’t fit with an organisation are likely to be less effective in their work and leave an organisation.
• Culture fit isn’t about people getting along, it is about how the values and behaviours of an employee link to the organisation’s.

Diversity and culture fit = winning combination

Often hiring managers have a tendency to hire people who are like-minded and see cultural fit as a main priority when hiring employees. Although cultural fit is the glue that holds an organisation together, diversity in the people an organisation hires should have an equal weighting. Together diversity and culture fit are the winning combination for creating high performing teams.

A diverse, culturally fit team will benefit the bottom line

Creating a team that is made up of diverse individuals across different genders, generations and skill background will not only create a high performing workforce, but it’s proven to have a positive impact on the bottom line. Diversifying project teams, in particular, prevent people from working in silos and encourage integration within wider teams, driving innovation for the company.

Hiring managers should put equal weighting on diversity an culture fit to get the best business outcomes.

Engaging your age diverse workforce

When it comes to engagement, is there a one size fits all approach? Our latest whitepaper, uncovered some myths about how assume different generations want to work. A key takeaway is organisations need to structure their workplace, technology and culture to empower people to work in the style they prefer:

• Millennials: encourage the idea of mastery by championing one idea so that they harbour excellence. This empowers staff to be leaders in a certain space by repeating a task until they become great at it. 
• GenX: motivate and retain with progressions and timelines. Provide them with examples of success within the business that they can emulate. 
• Baby Boomers: motivate and retain with learning and Development. Baby Boomers do want to learn new things. Give them ownership of leadership opportunities, as they are often left behind other generations who put their hands up more. Encourage courses, training and development. 

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