The Secret Sauce: Hire, Train, and Incentivize for Culture Fit

When an HR recruiter screens an applicant for BerylHealth, she almost always starts with one simple question: Define compassion. And then she waits in silence until the applicant responds. Because Beryl executives believe culture fit is the most important aspect in determining a candidate’s potential success with the organization, the applicant’s response reveals a lot whether or not Beryl is the right company for him.

Watch this video with your senior management team, then use the questions below to launch a discussion on how your company reflects its values in your people practices. 

Discussion Guide

Spiegelman has identified the primary characteristics his employees need to fit with the organizational culture. Because culture fit has proven so important to Beryl’s profit model, the organization shapes many of their standard practices around identifying and growing culture fit, including:

  • Hiring: Prospective employees are screened for fit through the use of open-ended questions that focus on the characteristics considered essential in a Beryl employee. 
  • Training: Beryl invests in initial and ongoing training activities that guide employees in responding to clients and coworkers in ways that align well with the culture. 
  • Incentives: Beryl structures client contracts and employee compensation in a way that rewards living out the company’s values. 

With this in mind, consider the following questions:

    • What are the primary characteristics you see in employees that exhibit good culture fit with your organization? 
      • Do you screen for these characteristics in the recruitment and hiring process? How do you do it, or how could you do it?
    • How does your initial and ongoing training process develop your culture-fit characteristics?
    • Are you modeling these characteristics as a leader? Think of one example from the last few weeks of how you’ve lived out these values.
    • Think about the way in which your company compensates employees, or rewards exceptional performance. Do your incentives align with your desired culture? How? Are there ways you could have greater alignment between your incentive structure and your values?

    • Beryl’s clients are willing to spend more because of the compassion Beryl’s customer service agents show to patients. Do you believe a relationship exists between your company’s values and its financial performance? What changes could you make to develop this asset? 

Share your stories: Do you have an example of your culture’s positive impact on financial performance? Share your story here!

Four Questions to Assess Your Culture Fit:

Yes/No Questions

  • My company’s culture is strong, clearly articulated, and positive.
  • I know what characteristics employee’s need to fit well within the organization.
  • Our training processes strengthen culture fit by reinforcing positive characteristics.
  • Employee compensation and rewards align with and strengthen our culture.

If you answered “Yes” to four of these questions: Congratulations – you’re a culture fit rockstar. We’d love to hear your stories. Email us at

If you answered “Yes” to three of these questions: Well done. What would it take to change your lone “No” to a “Yes”? Select two or three trusted team members and solicit their advice today. Find more resources on this website, or request additional information at

If you answered “Yes” to two of these questions: You’re on your way to culture fit, but seeing the real benefits will require a concerted effort. Assemble a small team from across your organization and map out a six month strategy. Find more resources by contacting

If you answered “Yes” to one or none of these questions: You may have just found a way to grow your profit model, but it will require a sincere and prolonged effort. Consider seeking help from outside your organization to hold you accountable and offer suggestions. Find resources and advisors a

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