« Soft skills », « culture fit », « values alignment » : once peripheral notions in recruitment, these concepts now occupy a central place. Behind this shift lies a deeper question: should candidates now be expected to share a company’s core beliefs in order to be hired? In other words, can — or should — adherence to an organisation’s moral, ethical or societal values become a full-fledged selection criterion?
Today’s context casts a particular light on this question. For several years now, companies have been publicly affirming their commitments: environmental responsibility, equity, diversity, inclusion, transparency. These stances are no longer just a matter of branding; they now form a real component of HR, management, and employer brand strategy. Employees are increasingly expected to embody these values and reflect them in their day-to-day work.
At the same time, candidates’ expectations have also evolved. Especially among younger generations, affiliation with a company is no longer solely about job security or salary. It is increasingly grounded in a desire for meaning, coherence, and purpose. Many talented individuals now choose their employer based on shared values. In this way, a company becomes not just a place of production, but a kind of values-driven community.
The benefits and limits of moral alignment
In this context, hiring based on moral alignment may appear to be a winning strategy. It can lead to better team cohesion, stronger buy-in to strategic decisions, greater engagement, and sometimes a reduction in internal friction caused by deep-rooted misunderstandings. It may also improve retention rates, ease onboarding, and boost team dynamics. But this approach is not without risks. In aiming for too much alignment, one may end up creating conformity. There is a real danger of excessive cultural homogeneity. By selecting only those who fit the stated values, there is a risk of fostering an ideological echo chamber — a closed ecosystem where everyone thinks more or less the same. This comes at the cost of innovation, constructive confrontation, and cognitive diversity. Moreover, this pursuit of moral alignment can, more insidiously, result in forms of indirect discrimination: a candidate may be rejected not due to a lack of skills, but because their profile seems, rightly or wrongly, too far from the prevailing cultural “tone”.
Towards a nuanced approach: “culture fit” vs “culture add”
A more balanced approach is therefore needed. Recruiting based on values does not necessarily require perfect alignment. Rather, it can reflect active compatibility: the ability to integrate into a team while contributing a complementary perspective. This shift from “culture fit” to “culture add” helps maintain coherence while fostering human richness within the organisation.
With this in mind, recruitment tools should be adapted. Rather than directly probing personal convictions, it is possible to use role-playing exercises, case studies, or ethical dilemmas to observe candidates’ responses. This helps assess their ability to navigate complex contexts without boxing them into normative judgments. In parallel, recruiters must be trained to distinguish between adherence to a collective vision and adherence to personal values — the latter remaining a matter of individual freedom.
Ultimately, recruiting based on values is a profound movement that cannot be ignored. But for it to remain a strength, it must be applied with discernment, without becoming a new, excluding norm. The true wealth of a company lies not in the uniformity of its beliefs, but in the ability of its members to build a shared direction — despite, and sometimes because of, their differences.
A responsible and tailored method at Finders
At Finders, values are not a passing trend — they have always been a fundamental part of our approach. In our assessments, we apply Competency-Based Interview (CBI) techniques to thoroughly explore each candidate’s choices, motivations, and overall career consistency. In every interview, we combine technical skills, observable behaviours, motivational drivers, and core values. This holistic view enables us to recommend profiles that are not only competent, but also sustainable in an environment that suits them.
Would you like to find out more? Join one of our recruitment training sessions — we would be delighted to share our methods. Contact us for further information!
Discover our other articles
How to hire when you’re an early-stage startup
Pension Scheme: 5 Key Tips for HR Professionals
Webinar: Assess and Optimize Your Employability to Boost Your Career