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Firm Success May Depend on Being Allowed to Create Corporate Culture Through Hiring



(p. B1) After submitting an online application, completing a video interview and meeting with a hiring manager, the last thing standing between many applicants and a job at G Adventures Inc. is a roughly two-foot-deep ball pit similar to what you might find at a Chuck E. Cheese's.

Candidates remove their shoes and join three of the Toronto-based tour company's employees, who spin a wheel with questions such as, "What's a signature dance move and will you demonstrate it?"

Sitting in a pool of plastic balls seemingly has little to do with selling package tours, but company founder Bruce Poon Tip says it reveals a lot about who will be successful at the 2,000-employee company.

Culture is "like a tribal thing for us," he says. Lately, many companies seem to agree.

Employers are finding new ways to assess job candidates' cultural suitability as they seek hires who fit in from day one. While few go as far as G Adventures, companies such as Salesforce.com Inc. have experimented with tapping "cultural ambassadors" to evaluate finalists for jobs in other departments. Zappos.com Inc. gives company veterans veto power over hires who might not fit in with its staff--even if those hires have the right skills for the job.

Though employment experts warn that fuzzy criteria such as culture fit may permit bias in the hiring process and result in a lack of diversity, companies say culture often determines who succeeds or fails in their workplace.



For the full commentary, see:

RACHEL FEINTZEIG. "'Culture Fit' May Be Key to Your Next Job." The Wall Street Journal (Weds., Oct. 12, 2016): B1 & B6.

(Note: the online version of the commentary has the title "Culture Fit' May Be the Key to Your Next Job.")






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