In a recent study, new employees were deemed as "bad hires" due to attitudinal reasons 89% of the time. This article discusses why evaluating a candidate's attitude and how well it matches an organization's culture is critical to that individual's potential to become a high performer. Related case studies highlight recent placements that demonstrate the exceptional value of a strong cultural fit between candidate and client.

1. The
Importance
of
Cultural
Fit
and
Related
C ase
Studies
~Wesley
R.
Miller
and
Sami
L.
Barry
For
most
organizations
and
hiring
managers,
it
may
not
be
surprising
to
learn
that
a
recent
study
revealed
that
new
employees
were
deemed
as
“bad
hires”
due
to
attitudinal
reasons
89%
of
the
time.
Factors
such
as
coachability,
emotional
intelligence,
motivation
and
temperament
prevailed
over
the
importance
of
technical
skills
in
the
success
of
new
hires
(see
chart).
This
research
is
highlighted
in
Mark
Murphy’s
new
book,
‘Hiring
for
Attitude’.
Murphy
is
Chief
Executive
Officer
of
Leadership
IQ
and
his
findings
were
based
upon
a
survey
conducted
by
his
company
over
a
3-­‐year
time
period
of
5,247
hiring
managers
from
312
public,
private,
business,
and
healthcare
organizations
who
collectively
hired
more
than
20,000
employees.
Although
his
book
has
been
reviewed
as
“eye-­‐opening”,
Murphy
himself
did
not
create
the
concept
of
attitudinal
(cultural)
fit.
But
the
information
he
presents
confirms
what
most
believe
–
that
cultural
fit
is
extremely
important
when
selecting
candidates
who
can
potentially
become
high
performers.
Why
New
Hires
Fail
%(#$
!"#$
)*+,-+./0/12$
%%#$ 3*1/4+1/*5$
67*1/*5+0$851900/:95,9$
;9,-5/,+0$<=/00>$
%&#$
!'#$ ;97?9@+7951$
Source:
Leadership
IQ
2008
Candidate
characteristics
that
determine
a
cultural
fit
include
many
dimensions
such
as:
‣ Work
style
‣ Temperament
‣ Professional
motivation
‣ Personal
and
professional
characteristics
‣ Attitude
fit
with
their
direct
report
and
with
the
entity’s
overall
environment,
values
and
its
way
of
doing
business.
It
is
only
with
these
matches
that
a
new
employee
will
have
the
opportunity
to
fulfill
their
potential
and
become
a
high
performer
within
an
organization.

2. A search firm’s perspective
Of
course,
technical
aptitude
and
appropriate
experience
are
essential
for
a
new
hire’s
ability
to
perform
in
a
role
but,
from
Leadership
IQ’s
findings,
it
is
obvious
that
what
makes
a
new
hire
a
great
fit
and
increases
their
chances
of
excelling
is
their
attitudinal
match
with
their
employer’s
culture.
Helbling
&
Associates
understands
the
importance
of
a
strong
cultural
fit,
believing
that
it
is
of
paramount
importance
to
attract
and
secure
candidates
whose
attitudes
and
motivations
reflect
that
of
our
clients’
structures,
cultures
and
roles.
Only
by
having
a
strong
match
between
these
factors
will
a
candidate
have
the
ability
and
opportunity
to
strengthen
and
significantly
impact
the
organization
and
succeed
within
its
culture
as
well
as
to
enhance
their
own
careers.
Wes
Miller,
Managing
Consultant
with
Helbling,
explains
that
in
many
of
the
firm’s
searches,
cultural
fit
can
actually
outweigh
technical
capabilities
when
it
comes
to
the
selection
of
final
candidates.
Miller
says,
“certainly
a
candidate
needs
to
have
the
appropriate
technical
skills
and
experience
for
a
role
but
it
is
their
intangible
qualities
that
make
them
a
true
fit
with
our
client.”
Jim
Lord,
Managing
Director
of
Helbling,
explains
“at
a
certain
level
of
position,
most
people
are
high
performing
and
diligent
workers
so
it
is
their
attitude
and
cultural
fit
that
make
them
successful.
A
bad
cultural
fit
can
actually
make
great
people
underperform.
Just
look
at
the
number
of
CEOs
who
fail
within
one
or
two
years.
At
that
level,
the
technical
abilities
are
a
given
and
it
is
the
attitudinal
fit
that
makes
it
work.”
Miller
says,
“new
skills
and
techniques
can
be
taught
but
it
is
nearly
impossible
to
train
someone
on
attitude
and
culture.
This
is
especially
true
if
the
professional
has
ten
or
more
years
of
experience
as
younger
professionals
are
more
moldable
in
both
attributes.
It
is
also
important
to
note
that,
typically,
a
true
match
is
not
evident
until
a
candidate
has
been
with
our
client
for
at
least
six
months.
It
takes
at
least
that
amount
of
time
for
the
individual
to
transition
fully
into
their
new
role
and
into
the
client
company.”
Hiring
managers
are
not
the
only
ones
who
understand
the
impact
of
a
strong
cultural
fit
as
high-­‐caliber
professionals
are
aware
of
its
importance
as
well.
These
upper-­‐tier
candidates
do
not
look
for
an
average
job.
They
seek
roles
within
an
organization
where
the
culture
matches
their
personality,
enhancing
their
opportunity
to
become
a
high
performer
and
thrive
within
its
structure
and
environment.
Before
accepting
a
new
position,
they
have
to
feel
an
attraction
to
the
company’s
culture
and
they
want
to
understand
what
differentiates
the
company’s
low
performers
from
its
high
performers.
All
candidates
who
are
highly
motivated
in
their
professions
want
to
be
in
an
environment
where
they
can
grow
and
can
contribute
their
ideas
to
assist
in
the
company’s
success.

3. Results
of
a
strong
cultural
fit: Results
of
a
poor
cultural
fit:
➡ Smoother
candidate
transition ➡ Longer
transition
period
➡ Reduced
time
to
productivity ➡ Delayed
time
to
productivity
➡ Increased
engagement ➡ Decreased
engagement
➡ Enhanced
opportunity
to
become
a
high
performer ➡ Limited
opportunity
to
become
a
high
performer
➡ Lengthened
tenure ➡ Shortened
tenure
➡ Potential
to
cause
serious
issues
and
challenges
for
both
candidates
and
company
(especially
when
the
individual
is
in
a
senior
executive
position)
Following
are
case
studies
prepared
by
Helbling
consultants
of
select
recent
placements
that
entailed
exceptionally
strong
attitudinal
and
cultural
fits.
Within,
we
highlight
the
challenges
that
our
clients
were
contending
with,
their
objectives
of
securing
ideal
professionals
and
how
finding
candidates
whose
attitudes
matched
their
organizational
culture
made
all
the
difference.
Case
Study
I
Our
client
is
a
higher
education
contractors
and
subordinates.
That
point
was
reiterated
in
speaking
with
other
references
who
suggested
that
the
institution
known
for
its
medical
candidate
could
be
demanding
of
others.
They
explained
education,
and
biomedical
and
that,
in
regard
to
subordinates,
some
react
to
his
aggressive
attitude
positively
while
others
do
not.
clinical
research.
It
retained
Helbling
to
secure
a
Senior
Director
After
discussing
these
comments
with
our
client,
they
made
the
decision
to
hire
this
candidate
believing
that
his
of
Facilities
Management.
Our
client
was
personality
and
approach
were
necessary
to
deal
with
the
experiencing
challenges
within
its
facilities
department
institution’s
facilities
challenges
and
to
improve
the
such
as
severe
inefficiencies,
decreased
productivity
and
department’s
inefficiencies.
Shortly
after
this
executive
low
accountability,
all
resulting
in
poor
employee
morale.
began
his
employment,
he
terminated
employees
who
were
underperforming
and
he
had
individuals
quit
This
was
our
first
of
several
engagements
with
this
client.
because
he
was
implementing
“too
much
work”
while
Toward
the
end
of
the
search,
the
client
had
a
difficult
others
embraced
the
changes
he
was
making.
He
decision
to
make
as
they
narrowed
the
search
to
two
improved
efficiencies
in
a
short
time
frame,
retrained
candidates
who
not
only
had
different
backgrounds
but
staff,
increased
accountability
and
even
implemented
a
also
had
different
personality
strengths
and
attitudes.
hands-­‐on
capital
construction
program
so
that
the
One
was
well
qualified
and
had
a
collaborative
approach,
institution
could
perform
many
of
its
own
projects.
All
of
an
outstanding
reputation
for
her
ability
to
work
with
these
changes
boosted
employee
morale
and
enhanced
people
and
excellent
chemistry
with
our
client.
With
all
of
engagement.
her
positives,
we
believed
our
client
would
select
her
for
the
position.
Another
candidate
was
also
highly
qualified
Although
we
were
initially
concerned
about
this
with
twenty
years
of
experience
in
increasing
levels
of
executive’s
cultural
fit
with
our
client,
five
years
later,
it
responsibility
within
facilities
management.
While
his
turns
out
that
he
was
exactly
what
our
client
needed
in
background
was
ideal,
we
were
unsure
of
his
potential
terms
of
his
experience
and
his
personality.
During
a
cultural
fit
with
our
client.
follow
up
call
with
our
client,
they
expressed
that
there
had
been
tremendous
waste
over
the
years
and
the
This
candidate’s
references
spoke
highly
of
his
strong
executive
turned
the
program
around
almost
technical
knowledge,
integrity,
honesty
and
strict
immediately.
attention
to
detail.
One
reference
expressed
that
the
candidate
is
the
type
of
person
who,
if
he
promises
that
a
In
the
University’s
Annual
Report
a
year
after
the
project
is
going
to
be
built
on
time
and
within
schedule,
executive
began
making
changes,
there
was
a
statement
you
could
bet
your
life
on
it.
Another
reference
expressed
within
it
saying
that
the
institution’s
infrastructure
that
the
candidate
had
a
unique
personality
and
is
a
good
improvements
and
campus
beautification
had
instilled
an
person
to
have
working
for
you
if
you
want
to
aggressively
increased
confidence
among
its
community
about
its
get
things
done
as
he
is
not
always
easy
on
consultants,
viability
and
competitive
edge
going
forward.

4. Case
Study
II
Our
client
is
a
non-­‐profit
Therefore,
he
has
experience
working
in
both
profit
and
non-­‐profit
environments
and
he
understands
the
nuances
organization
that
manages
and
of
both.
He
mentioned
during
interviews
that
the
change
maintains
a
national
historic
from
one
environment
to
the
other
can
be
dramatic
but
that
he
thrived
in
both.
landmark
under
contract
with
the
local
municipality’s
Parks
&
He
has
extensive
experience
implementing
new
technologies
and
is
motivated
by
analyzing
challenges,
Recreation
Department.
It
was
developing
initiatives
and
implementing
those
solutions.
seeking
a
Vice
President
of
His
many
positive
intangible
attributes
include
his
high
level
of
patience
and
understanding
of
how
to
slowly
Operations
Management
who
would
add
implement
change
management
over
time.
support
and
assistance
to
the
individual
currently
in
this
role.
The
position
is
responsible
for
directing
the
daily
Upon
joining
our
client,
the
executive
understood
that,
to
operations
of
the
organization
and
for
the
overall
successfully
achieve
his
objectives,
his
priorities
were
not
administration
and
business
performance
of
the
only
to
learn
his
new
role
and
the
organization’s
Operations,
Horticulture,
Technical
Services
and
Visitor
environment
but
to
develop
relationships
with
his
Services
Departments.
Our
client
wanted
an
individual
colleagues
at
all
levels.
He
knew
that
people
would
be
who
could
act
as
a
strategic
partner
skeptical
of
him
and
would
wonder
if
with
the
President
and
Chief
their
roles
would
change
or
even
be
Financial
Officer
(CFO)
and
who
eliminated.
In
a
short
timeframe,
he
could
enhance
and
expand
the
role
was
able
to
develop
a
strong
rapport
within
its
organizational
structure.
internally
and
quickly
earned
people’s
respect
and
trust.
One
of
the
positive
aspects
about
our
client
and
a
significant
dynamic
Over
the
past
year,
the
professional
of
the
search
is
that
its
team
is
a
has
made
a
smooth
transition
into
close-­‐knit
group
with
most
his
new
role
and
has
been
working
employees
having
worked
together
closely
with
department
leaders
in
for
an
extended
period
of
time.
This
developing
and
managing
an
effective
team
consisting
of
made
personal
chemistry
with
candidates
very
important.
directors,
field
supervisors,
support
staff,
professional
They
knew
that
someone
who
offered
a
fresh
perspective
consultants
and
contractors
that
will
support
future
goals
and
new
ideas
could
add
strength
to
their
executive
team
of
the
department
and
the
organization
as
a
whole.
He
but
were
uncertain
they
could
find
someone
who
was
a
has
implemented
fiscal
policies,
reporting
protocols
and
good
technical
fit
as
well
as
a
strong
cultural
fit.
expenditure
controls
within
operations
that
have
included
consolidating
its
vendor
database
and
reducing
Working
closely
with
the
President
and
CFO,
the
search
administrative
overhead
thus
streamlining
the
progressed
smoothly
and
we
presented
candidates
who
organization’s
procurement
and
vendor
payment
process.
all
possessed
the
appropriate
skills
and
competencies
and
who
were
very
intrigued
with
the
opportunity.
Having
Our
client
has
been
pleased
with
its
decision
and,
during
a
excellent
choices
of
candidates,
the
client
based
their
final
recent
follow-­‐up
call,
the
CFO
expressed
that
the
selection
on
personal
chemistry,
corporate
fit
and
the
executive
has
been
able
to
build
lasting
relationships
and
personal
intangibles
of
the
candidates.
Ultimately,
they
successfully
implement
new
processes
and
technologies.
chose
the
individual
who
they
felt
fit
best
within
their
He
went
on
to
explain
that
the
executive
not
only
family-­‐like
corporate
culture.
performs
his
responsibilities
admirably
but
that
he
adds
value
and
brings
a
dimension
that
was
not
there
before.
During
the
interview
process,
this
chosen
candidate
had
quickly
established
a
positive
rapport
with
the
current
During
a
recent
visit
with
the
candidate,
he
expressed
Vice
President
of
Operations
with
whom
he
would
be
that,
at
the
end
of
the
day,
he
and
his
colleagues
can
be
in
working
closely.
The
rest
of
the
executive
team
respected
a
room
together,
put
their
feet
up
and
just
work
through
and
appreciated
that,
and
in
combination
with
his
skills,
problems
and
issues.
They
have
become
a
family
and
they
referred
to
him
as
the
“complete
package”. they
enjoy
working
alongside
each
other
towards
a
common
goal.
The
executive’s
background
includes
working
with
a
global
media
services
company
and
a
major
university.

5. Case
Study
III
Our
client
is
a
general
contractor
weeks
later,
the
President
created
an
executive
position
specifically
for
her.
who
wanted
to
more
effectively
leverage
the
experience
and
talent
A
year
and
a
half
later,
this
professional’s
unique
and
positive
demeanor
has
allowed
her
to
gently
suggest
and
of
its
executive
team.
Helbling
consultants
implement
changes
to
our
client’s
structure
and
mindset,
were
visiting
with
this
company’s
President,
a
long-­‐time
making
a
tremendous
impact
on
its
success
and
pursuit
of
acquaintance.
He
was
discussing
how
his
firm
has
a
target
vertical
markets,
its
marketing
and
business
progressive
culture
with
an
entrepreneurial
mindset.
Yet
development
strategies
and
other
vital
aspects
related
to
he
felt
that
he
and
the
executives
on
his
senior
team,
who
executive
management.
each
had
been
in
the
industry
for
more
than
25
years,
were
not
maximizing
their
capabilities
in
pursuing
the
Through
her
experience,
she
understood
how
certain
company’s
target
markets
of
healthcare,
higher
education
initiatives
could
make
a
short-­‐term
impact
on
the
and
civic
projects.
company’s
success
at
winning
projects
and
she
executed
them.
She
assisted
in
improving
the
impact
of
its
Understanding
the
industry
and
what
it
has
experienced
marketing
materials
by
capitalizing
on
the
executive
over
the
past
few
years,
our
consultants
empathized
with
team’s
strengths
and
abilities
to
build
complex
projects.
the
President
in
his
challenges
and
understood
his
issues
As
well,
she
changed
how
it
responds
to
RFPs
making
the
and
objectives.
We
knew
an
industry
executive
whose
process
much
more
comprehensive
and
solution
oriented.
background,
capabilities,
personality,
and
strengths
could
provide
the
dimension
and
insight
that
was
currently
As
a
result
of
her
suggestions
and
initiatives,
our
client
lacking
at
the
President’s
company.
We
were
very
familiar
has
been
awarded
diverse
and
challenging
projects
in
its
with
this
executive’s
career,
accomplishments
and
target
markets
that
exemplify
its
executive
team’s
reputation
as
well
as
her
personality
and
attitude.
strengths,
interests
and
capabilities
thus
significantly
boosting
employee
morale.
On
the
professional’s
part,
When
we
approached
this
executive
and
discussed
the
she
describes
the
role
as
motivating
and
inspiring
at
this
conversation
we
had
with
the
company’s
President,
she
point
in
her
career
and
feels
she
is
growing
professionally
agreed
to
meet
with
him
based
upon
our
firm’s
as
well.
knowledge
of
the
construction
industry,
corporate
cultures
and
the
market.
Upon
meeting
with
the
With
her
capabilities
and
strong
cultural
fit,
this
President,
the
executive
was
attracted
to
the
idea
of
professional
has
brought
vision
and
strategic
thinking
and
working
for
a
young
company
that
was
still
moldable,
is
assisting
to
make
the
company
more
adaptable
and
where
her
skills
and
experience
would
allow
her
to
make
successful
in
the
changing
and
highly
competitive
an
impact
on
its
success
and
where
she
could
herself
marketplace.
grow.
As
well,
her
attitude
and
passion
for
building
was
reflected
in
the
President’s
own
personality.
Several
About
the
Authors
-­‐
Wesley
R.
Miller
is
a
Managing
Consultant
with
Helbling
&
Associates.
Joining
the
firm
in
2005,
he
has
represented
contractors,
construction
managers,
engineering
firms
and
healthcare
and
higher
education
institutions.
Sami
Barry,
Strategic
Market
Development,
performs
various
marketing
initiatives
for
Helbling
and
she
has
been
with
the
firm
since
1994.
To
read
more
articles
about
talent
management
and
the
A/E/C
and
facilities
management
sectors,
subscribe
to
Helbling’s
quarterly
newsletter
and
blog
at:
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o n
T wit t er :
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