From Subjective to Strategic: Redefining Fit in Hiring

As an HR professional, the phrase “hiring for fit” always makes me wince just a little. The concept is highly subjective and, in many cases, is used by hiring managers as a vague justification for rejecting a candidate—essentially saying, “I just didn’t like them, but I can’t articulate why.” This kind of ambiguity is not only problematic from an equity standpoint, but in organizations subject to the Freedom of Information Act (FOIA), it can also create legal risks. Without clear, job-related criteria, hiring decisions based on fit can open the door to unconscious bias and potential discrimination claims.

That’s why it’s crucial to define what we really mean when we talk about fit in hiring. Instead of using it as a catch-all term, we should break it down into specific, measurable elements, such as alignment with organizational values, work style compatibility, adaptability, and contributions to team dynamics. By structuring fit around concrete factors rather than gut feelings, we can ensure fair, defensible, and inclusive hiring practices.

Hiring for fit refers to selecting candidates who align with an organization’s values, norms, and behaviors. The idea is that employees who fit well within the company culture are more likely to be engaged, productive, and stay longer in the organization. When you say you are hiring for fit what you really want to look for are:

1. Values Alignment – Does the candidate’s personal and professional values align with the company’s mission and ethics?

   • Ask behavioral questions like, "Tell me about a time when you had to make a difficult decision that tested your values."

2. Work Style & Preferences – Does the candidate thrive in the type of work environment your company offers?

   • Discuss their preferences for teamwork vs. independence, structure vs. flexibility, and pace of work.

3. Adaptability & Learning Mindset – Can they adjust to change and embrace the organization’s ways of working?

   • Use situational questions like, "How do you handle unexpected changes in priorities?"

4. Collaboration & Communication – Do they interact in a way that aligns with the organization’s team dynamics?

   • Have them describe past team conflicts and how they resolved them.

5. Motivation & Purpose Fit – Are they excited about the mission of the organization and the role itself?

   • Ask, "What excites you about working here, beyond the job description?"

6. Contribution to Culture – Rather than just "fitting in," can they add new perspectives or enhance the workplace culture?

   • Ask, "How would you contribute to making this workplace even better?"

By redefining fit with clear, objective criteria, organizations can move away from subjective hiring practices that may unintentionally exclude strong candidates. Instead of relying on personal preferences or vague instincts, hiring managers should focus on measurable factors that align with both the role and the company’s mission. A well-structured hiring process that prioritizes values alignment, adaptability, and contribution to culture fosters a more diverse, inclusive, and high-performing workforce. When done thoughtfully, hiring for fit isn’t about finding someone who mirrors the existing team—it’s about identifying individuals who will thrive, bring fresh perspectives, and help the organization grow.