From Culture Fit to Culture Add: Shaping Teams with Intentionality

As someone who majored in Anthropology at Saint Mary’s College (and briefly at the University of California, Berkeley), I’ve always been fascinated by how cultures evolve, adapt, and thrive. This perspective gives me a unique lens on how company cultures grow and how we, as talent leaders, can shape them intentionally while scaling businesses.

In hiring, we often hear terms like “culture fit” and “culture add.” Both play a big role in shaping teams and building the kind of workplace we want to create. But what do they really mean? And how do we, as talent leaders, help CEOs intentionally build a culture that evolves while staying true to their vision?

Let’s dig into the differences—and why it’s time to rethink the way we approach culture in hiring.

Culture Fit: A Comfortable (But Limiting) Approach

When hiring for “culture fit,” we’re essentially asking, “Will this person get along with the team? Do they share our values?” It’s a useful starting point. After all, no one wants to hire someone who clashes with the company’s core principles.

But here’s the problem: culture fit often turns into hiring people who feel familiar—same background, same ideas, same approach. I once worked with a team that prided itself on “strong culture fit,” but over time, they realized their team lacked diversity of thought. Every brainstorming session felt like an echo chamber. They needed fresh perspectives to grow and innovate.

From an anthropological perspective, culture isn’t static—it evolves. Societies thrive when they integrate new ideas, practices, and perspectives, not when they cling to sameness. The same goes for companies.

Culture Add: Building for Growth

Culture add flips the script. Instead of asking, “How do they fit in?” we ask, “What unique strengths and perspectives does this person bring to the table?”

For example, I once hired a product marketing leader from a completely different industry for a tech company. On paper, they didn’t seem like the perfect “fit.” But they brought fresh ideas about storytelling and customer engagement that transformed how the team approached its work. Their experience became a catalyst for growth, adding a new dimension to the culture.

Hiring for culture add recognizes that every new team member has the potential to shape the organization in exciting ways. It’s not about changing the culture completely but enhancing it in meaningful ways.

The Role of Company Values in Shaping Culture

Company values act as the foundation of an organization’s culture. They define what the company stands for and guide how decisions are made, both big and small. Values provide a compass for hiring, ensuring that new team members align with the principles that matter most while leaving room for them to bring their unique perspectives.

For example, if a company values “continuous learning,” it creates an environment where curiosity and growth are celebrated. A candidate who demonstrates a passion for self-improvement becomes a natural culture add because they not only align with the company’s core values but also expand on them by sharing new knowledge or ideas.

Values also create consistency across a growing organization. As teams expand, having clearly articulated values helps ensure that the culture doesn’t drift but instead grows in alignment with the company’s vision. Talent leaders play a key role in embedding these values into hiring practices, onboarding, and beyond.

The CEO’s Role in Defining Culture

At the end of the day, culture is a reflection of the CEO’s vision. It’s the leader who sets the tone: what’s valued, what’s celebrated, and what’s non-negotiable.

I’ve seen CEOs who are laser-focused on fostering innovation, while others prioritize collaboration or customer obsession. Whatever the focus, it’s up to talent leaders to understand that vision deeply and translate it into hiring practices. For example, if a CEO is building a culture of agility and experimentation, we might prioritize candidates who bring a track record of creative problem-solving and a willingness to challenge the status quo.

How Talent Leaders Can Support Culture Building

1. Understand the Vision: Spend time with the CEO and leadership team to get clarity on the culture they want to build. Ask questions like, “What’s the one thing you want people to feel when they work here?”

2. Shift the Conversation: During interviews, focus on what a candidate will add. For example, instead of asking, “How do you align with our values?” try, “What perspectives or experiences would you bring to make our team stronger?”

3. Integrate Values Into Hiring: Develop interview questions and processes that assess alignment with company values while leaving room for individuality.

4. Celebrate Diversity: Culture add naturally drives diversity in thought, background, and perspective. Showcase how this has led to innovation and growth in the past.

5. Measure and Iterate: Track the impact of new hires on team dynamics and culture. Adjust hiring strategies as needed to stay aligned with leadership’s goals.

Why Intentionality Matters

Culture isn’t something that happens on its own—it’s something we build, brick by brick, with every new hire. Moving from a “fit” mindset to an “add” mindset ensures we’re building teams that are adaptable, innovative, and reflective of the world around us.

Company values serve as the bedrock for this evolution, providing a consistent framework that anchors culture while allowing it to grow and adapt.

For talent leaders, this means staying in lockstep with the CEO’s vision while being mindful of the dynamic nature of culture. By doing so, we can create workplaces where people don’t just fit in—they thrive, grow, and add something truly special to the mix.

Let’s Discuss!

Do you agree or disagree? How do you align hiring strategies with company values and the culture your leadership envisions? I’d love to hear your thoughts and examples!