Too often, companies' barrel plates describe how they think culture MUST to be more than what it is Actually it is. That doesn't mean they're hiding a deep, dark secret. But there is a disconnect between what leadership thinks they should be and what they honestly are.

The truth is, there is one war for talent in almost every industry. Why? Because the best and brightest are in short supply. Business is moving at lightning speed, strategy is vital and human capital is at a premium.

Often, the need to hire quickly outweighs measuring cultural fit and hiring someone who isn't culturally aligned it can be just as damaging as not recruiting for the role.

Culture meets expectations

One of the major challenges organizations face in securing human capital is a major shift in employee expectations. It's no secret what General Z wants. Endless research studies show they're looking for more flexibility in the workplace and hours. They ask purpose beyond salaryand their view of the chain of command, respect for senior staff members and the role of corporate hierarchy is very different from that of Gen X or the Boomers.

To their credit, many organizations recognize this and are taking steps to adapt. For example, Gen Z's focus on mental wellness is seeing the growth of mental health first aiders in the workplace as standard.

However, others are less willing to bend to these demands, and that's okay as long as they are clear about the policies and why they believe they are important. As of January 2024, several major tech companies, including Google, AmazonMeta and Apple have implemented mandates of return to office requiring employees to be in the office at least three days a week.

We are also back in the office at one hybrid capacity, driven by our belief that culture matters. Connecting with your team members in person creates a bond and team chemistry that you can't replicate by being completely remote. We also believe that exposure to face-to-face meetings, ideas and informal conversations in the office brings greater opportunities for development and growth.

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Your cultural value system shapes your team

Cultural transparency requires being upfront about who you are, why you exist, what you are value vessel and how you want to work together. Being clear and realistic about your company's culture is more important than creating the perception of “perfection.” It doesn't always pay to be idealistic.

For example, adopting the motto that you want to “move fast and disrupt things” may well mean that your business will attract upstarts, risk-takers, innovators and people with a healthy appetite for debate. Living as we do in a time where “disruption” and “transformation” are the words of the dayit's understandable that a company looking to fit into that environment would want to position itself that way.

However, if management is also protecting a risk-adverse financial position, facing it interested parties who cling tightly to the status quo and favor a tightly controlled work process, candidates with a “go-fast mentality” will almost certainly be at odds with the company's culture from day one.

Move with time – gradually

When it comes to culture, you can't fake it until you make it. Company culture drives the business, defining how your team interacts and performs and, therefore, the foundation for identity.

Cultural change is one of the most difficult strategic maneuvers to execute. It requires time and patience on all sides, and everyone must be willing to bend to some extent.

Still worth it hiring for cultural fit not just about skills. In my experience, it's easier to teach someone to use Excel than it is to teach them to be a free thinker. If your business is in transition, you need to hire people with the aptitude and attributes that match what your business is looking to become.

You should be ready to change, too – probably more than you're happy with. A boss who is used to meeting his team's visibility in an open-plan office may struggle with an increasingly remote workforce. Senior management, used to rigid hierarchies, will find it difficult to be challenged for ideas by a new hire.

Wherever you are in the process, the key is to be forward. What you are today is unlikely to be the status quo forever – the best businesses can and should evolve with the times. Finding the best employees who can evolve with you means cultural transparency, warts and all.

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Being transparent about transparency

There was a thrill when our leadership first accepted transparent with our employees. Questions were raised, such as what we would share with employees when we would provide these updates, how often we should connect people, etc. The reality is that you can still make mistakes even with a brilliant plan.

Employee communication is a critical success factor. I focus on the three C's ENDURANCE, clarity AND relationships. It is important to ensure that executives are consistent in their approach and messaging, clear in what they say and explain when certain information cannot be shared. They also need to be cohesive so that everyone feels they matter, know their part of the business is important, and understand that communications connects the entire business, even non-customer-facing teams.

Sharing everything and everything with everyone is not the goal of transparency. It's about providing the team with timely and well-thought-out updates on the business in a way they can digest and understand. Consider this: If you update the entire company every time something negative happens, people will start to worry about the health of the company when, in reality, the company may be growing. That doesn't mean you never share that information, but there is an appropriate time, place, and amount of information to share.

We've found that internal press releases of important news work well, gathering the necessary information in one central document. We also include an FAQ section in anticipation of questions that may arise.

But there is no “one size fits all” approach to conveying information, and you need to find out what works best for your company. Clear, authentic communication about cultural values ​​and expectations remains critical, especially as employee priorities shift toward flexibility and mental well-being.

Let's face the facts: Internal marketing and announcements tend to take second place for most companies, and while that's understandable, you'll always struggle to get everyone on the same page if you don't give them priority. So put in the work now and you'll reap the rewards later.