How To Talk About Company Culture


How to Tell If a Company’s Culture Is Right for You

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Company Culture: Why It Matters And How To Improve Your Own

Let’s discuss about the culture of the firm. It’s a word you’ve probably heard before, but do you know what it means? What is the significance of this? Furthermore, how do you go about establishing the culture you desire? In this post, I’ll discuss the following topics:

  • When it comes to business culture, what is it and why does it matter? What does a good business culture look like
  • What does it feel like
  • How do you assess the culture of your own organization? Strategies for improving the culture of your organization

What Is Company Culture, Why Does It Matter?

Culture refers to the social order of an organization, as well as the concepts, practices, and social behaviors of the office that serve to advise team members on what is expected and accepted in the organization. Within the group, a culture is formed, and everyone contributes to its development. Every member of the team, from the CEO to the intern, contributes to the overall office culture. Culture in the workplace is represented in the way individuals communicate with one another, how they work together, the values they share, their sense of purpose, and the expectations they have for one another.

  • The strategy of a firm is a plan of action for accomplishing the vision and goals of the organization.
  • Do team members feel empowered to speak out for change or to take the initiative, for example, if the plan can be improved in any way?
  • If left uncontrolled, culture will evolve on its own, whether for the better or for the worse.
  • My first job out of college provided me with firsthand experience of what a toxic working culture looks like.
  • However, this was not the case.
  • There was no one who could tell you what the company’s ideals were, and management didn’t hold anybody accountable for their actions.
  • We all went home, and the next day, that supervisor was in the store, laughing with other members of management about what had happened.

All of that changed when a new manager was appointed who took the initiative to enhance the company’s culture.

During her discussion of expectations, she was explicit about what would be acceptable and what would not be accepted.

Some employees decided to leave the firm.

We wished to put up our best effort not just for our consumers, but also for one another.

That same year, I was promoted to my first management role, and I began to have a better understanding of the influence a successful leader can have on an organization’s culture.

I seen firsthand what a positive workplace culture might look like, and I’ve kept the experience of watching this shift with me ever since. So…

What Does a Healthy Company Culture Look Like?

When a company has a strong, healthy culture, all of the team members share and believe in the same vision and mission, which helps the business achieve its goals. They understand why they are there, and they are dedicated to achieving the goals that have been set before them. The vision and the values of your organization are inextricably linked. Clearly communicating expectations and providing clear guidance for the actions and attitudes you seek should be at the heart of your values statement.

  1. It is dependent on everyone being held accountable and having regular dialogues about values in the workplace.
  2. The fact that your management team declares that they appreciate open communication while failing to address issues as they emerge or keeping their doors closed for most of the day sends the message to workers that open communication is not a core tenet of the firm.
  3. Trust is built among team members when they see their leaders consistently demonstrating the basic principles of their organization.
  4. Product vision– “It is critical for executives to articulate their company’s product vision.
  5. What are the competition’s dimensions in terms of size?
  6. In order for everyone to be working toward the same goal.
  7. Accepting and embracing failure– “Innovation may happen anywhere at any time.

And if you don’t fail, you aren’t trying hard enough to be innovative.” Fourth, communication is essential: “Culture is developed through time by repetition of messages that are repeated and repeated again and again.” There is always a section of the message, whether it is in the form of a town hall meeting or an email, that discusses how this action promotes the company’s culture and goal.

Acknowledgment – “The great thing about recognition is that it is completely free of charge.

Others are encouraged to do the same thing in the hopes of being recognized and talked about as well.

That type of reinforcement is particularly important for innovators. Having established a basic understanding of what corporate culture is and what it looks like, let’s discuss how to evaluate the culture of your own organization.

How Do You Measure Your Own Company’s Culture?

It’s common for businesses to employ a third-party company to do a formal culture audit, but don’t be concerned if this isn’t an option for your organization’s budget. You might start by asking yourself the following questions to determine the robustness of your company’s workplace culture:

Do You Have a Clear Mission and Vision Statement?

If your organization does not have any, you must build them immediately. We can’t expect people to understand why they’re there or where you see the firm headed until we provide them with clear direction. All members of your team should be able to articulate the mission of your firm as well as where you intend to take it in the future. A mission statement informs employees and stakeholders about the activities of your company, the reasons for its existence, and the goals for which it strives.

It is critical that all members of the team participate in the conversation about what the vision statement should be and how it should be expressed.

Increased employee participation boosts employee engagement and makes your employees feel like they are a part of something greater than themselves.

Does Management Demonstrate the Values of the Company?

The visual representation of company culture is essential, and management is responsible for setting the tone. Whatever your company’s core values are, team members must be able to see that they are vital to the organization. What are the values of the corporation that you and other corporate executives adhere to in these scenarios?

  • Expectations around arrival time – do you show up when you say you will? Are you on time for your scheduled meetings? If you haven’t already, this is something to consider. If time management does not appear to be vital to you, it is probable that it is not important to your employees.
  • What are your time expectations? Do you show up on time? How well do you keep meeting schedules on track? It’s something to think about if you don’t already have one. In the same way that time management may not appear vital to you, it is likely not to be significant to your employees.
  • Expectations around arrival time – do you arrive when you say you will? Are you on time for your appointments? If you haven’t already, this is something to think about. If time management isn’t essential to you, it’s probable that it isn’t important to your employees.

Finally, do you discuss your company’s values with employees, or do you avoid the subject because you are concerned about the questions or issues that may come from doing so? You should keep in mind that if your company’s principles aren’t spoken often in the office, they are likely to be forgotten. Your culture will suffer as a result of this. Similarly, check out 10 Best Employee Communication Software for Internal Communications.

How Would Team Members Describe Their Work Environment to Friends?

Do you discuss your company’s values with employees, or do you avoid the subject because you are concerned about the questions or issues that may come as a result of the discussion? Keep in mind that if your company’s principles aren’t spoken often in the workplace, they’re likely to be forgotten by the staff members. The consequences for your civilization will be dire. Related Article:10 Best Employee Communication Software for Internal Communications (Part 2)

Are People Held Accountable?

Every employee contributes to the development of a positive workplace culture, and accountability is the cornerstone of any successful business. Consider the following questions:

  • Is there a clear understanding of job responsibilities among management? When expectations are not reached, does the leadership team handle the situation? Do employees expect to be involved in an open and honest dialogue when their work needs to be improved?

Believe me when I say that individuals want to be given a clear picture of their performance at work and that they want to be held accountable. Others will notice if you avoid the day-to-day accountability discussions, and the workplace as a result will suffer as a result of your actions. The ability to get comfortable with being uncomfortable is a simple method of establishing trust and connection with employees. When the difficult talks arise, have them right away. It was difficult for me to have my first chat with a staff member about difficulties with their workload, and it was difficult for them, too.

But I managed to get through it.

However, while I don’t believe it should ever be completely comfortable, it does get less so over the course of time.

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Yes, having accountability talks can be difficult in the present, but they are vital in the long run.

If you don’t hold everyone to the same standard of responsibility, it also creates the appearance of prejudice among certain personnel. Employee engagement levels are jeopardized, and employees are left feeling uncertain about their roles and responsibilities.

How Do You Recognize Good Work?

There’s no denying that it may be difficult to acknowledge outstanding work in the midst of the daily grind, especially when difficulties frequently need your attention. However, as a leader, you must set aside time to acknowledge both the minor and the large achievements of your team members. Recognizing and rewarding employee accomplishments fosters trust, motivates employees, and enhances working relationships. Taking the time to express appreciation for an employee and the work they perform has a good influence on both the employee and the team member who is being thanked.

It is important to acknowledge and appreciate your team member’s efforts.

The Impostor Syndrome is a term that many people are familiar with.

Read my essay on ithere to find out how it may have an impact on the workplace.

How Are Decisions Made?

It is simple for managers to go swiftly through choices on their own to save time and checkboxes in order to save money. Sometimes the choice that is best for the agency as a whole must be made by the agency’s head alone, and input from others may not be suitable in this situation. Take a moment to consider this: how frequently do you make apparently inconsequential choices without consulting your team? Are there any opportunities to obtain comments and thoughts from your staff that have gone unnoticed?

It’s a simple approach to contribute to a positive corporate culture, and you’ll almost certainly hear ideas or worries that you hadn’t considered before.

8 Strategies to Improve Your Company Culture

Obviously, this is not what you want to hear if you’re dealing with a toxic work environment, but team culture adjustments require time and effort. Change may be found in day-to-day discussions as well as chances to build trust with others. I’ve been in difficult circumstances with workplace culture, and at the time it seemed as if things would never get better – I couldn’t see how they could get any better. But, over time, things did improve, and looking back, I can see that it was mostly due to our will to keep moving forward, one day at a time.

Be patient – workplace culture can and will develop over time. In the same way that dust builds on a shelf over time, culture is developed through time. “It just builds up very slowly,” says the author. -John Carter, a.k.a.

2. Be Clear

Your culture must be defined and discussed with others, so that everyone may contribute to the process. Make your intentions clear: what do you want it to be like to work for your company? Your vision statement provides employees with a feeling of purpose and motivation, and it also serves as a compass when making decisions.

3. Be Intentional

It takes intentional effort to foster a healthy company culture, and you must do so on a consistent basis. Make it a priority to communicate with and spend time with employees. Pay attention to what they have to say, provide encouragement, and look for methods to establish trust.

4. Be Transparent

Of course, there may be instances when you will be unable to be honest in your role as a leader, such as while dealing with sensitive personnel issues. However, there are several additional opportunities to be transparent, and you should take advantage of them whenever possible. Being vulnerable in the office is a simple approach to demonstrate your transparency—talk about what’s important to you in your job and how you’ve had to adapt and develop yourself as a result. You must be willing to ask questions and listen to the responses, such as “How are things doing around here?” Employee input and recommendations should be taken into consideration.

View this collection of questions to measure staff emotions and attitudes, as well as to initiate meaningful dialogues.

5. Know Your Impact

Keep in mind that, whether you are a formal or informal leader, your team is looking to you for direction on how they should contribute and function as a team. What you do and how you operate are important, and they have an impact on others around you.

6. Commit to Accountability

Recall that, whether you are a formal or informal leader, your team is looking to you for direction on how they should participate and collaborate. You have an impact on others in your immediate vicinity because of the things you do and the way you operate.

7. Evaluate Productivity

Continue to question whether or not your production is where it should be. If it isn’t, it is your responsibility to determine why and to remedy the situation. It may be necessary to make modifications to inefficient policies or procedures that you put in place yourself, which would present another opportunity to display vulnerability.

8. Enhance Your Onboarding Process

When onboarding new team members, it’s critical to talk about the company’s culture and set clear expectations for everyone involved. An effective onboarding process should assist new team members in understanding the company’s vision, mission, and values, as well as reinforce the expected behaviors and attitudes that collectively form the company culture. In addition, an effective onboarding process should help new team members understand the company’s vision, mission, and values.

Next Steps

The importance of discussing business culture and setting clear expectations when onboarding new team members cannot be overstated. New team members should be helped to understand the company’s vision, mission, and values through an effective onboarding process, which should also reinforce the expected behaviors and attitudes that collectively form the company culture.

An effective onboarding process should help new team members understand and embrace the company’s vision, mission, and values.

Join The Conversation

Do you have any tales or thoughts to contribute about leadership and workplace culture? Contact us. The People Managing People blog, podcast, and community are all designed to assist you in becoming a more effective leader of people and a catalyst for a healthy business culture in your organization. Our network is a place for experienced people managers and culture developers to grow as leaders while also connecting with other like-minded individuals who share their interests. Find out more about the People Managing People community by visiting their website.

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33 Words to Describe Your Company Culture

What one term would you use to characterize your company’s culture if you had to choose one? The culture of a corporation reflects the character and personality of the organization. It relates to how individuals connect with one another, collaborate with one another, and get along in the workplace. Despite the fact that it may sound unclear, a positive culture is incredibly vital for a variety of reasons. It attracts talent, boosts engagement, and assists in ensuring that employees are happy, productive, and intend to remain with the organization.

One of the first stages in creating a successful corporate culture is identifying the values you want to impart in your employees and how you want to represent your organization’s overall identity.

As a bonus, we’ll throw in a few of derogatory terms to characterize the sort of workplace culture you’re attempting to avoid.

1. Transparent

Employees and consumers alike place a high value on openness; nonetheless, many businesses struggle to implement transparency in the workplace, particularly when it comes to critical information and business choices. Take a look at how Buffer uses transparency to drive their company’s core principles forward. With our org chart software and employee directory, Pingboard increases transparency and strengthens connections among your employees.

2. Connected

Employees who feel welcomed, respected, and a sense of belonging are more likely to work in an organization with a connected culture.

Those who work in linked firms have the ability to exchange ideas rapidly and collaborate more readily. Companies with a connected culture have engaged personnel who are committed to the company’s overall objectives.

3. Nurturing

Those companies that nurture their people are eager to collaborate with each employee to define professional development goals and assist them in growing with the firm.

4. Autonomous

At work, no one like being micromanaged, which makes autonomy a desirable attribute for employees to have. For example, Netflix encourages employees to make autonomous decisions and promotes a sense of independence and strength in the workplace.

5. Motivating

Employees that work in a positive atmosphere are more energetic and driven to meet their company’s and individual performance objectives.

6. Happy

It is more energizing and motivating for employees to work in a positive atmosphere in order to reach organizational and performance goals.

7. Progressive

Employees that work in a positive atmosphere are more inspired and driven to meet their company’s and individual performance goals.

8. Flexible

Employees are no longer willing to live the 9-5 “cubicle lifestyle” that has been the standard for so long in the office, which has changed the nature of the workplace from what it once was. Working from home, HubSpot is able to be adaptable and continuously highlights the necessity of a healthy work-life balance.

9. Casual

People no longer want to live the 9-5 “cubicle lifestyle,” which has been the norm for so long in the workplace. Employees no longer want to work in a traditional 9-5 environment. Working from home, HubSpot is able to be adaptable and continuously highlights the necessity of having a good work-life balance.

10. Innovative

Employees are no longer willing to live the 9-5 “cubicle lifestyle” that has been the standard for so long, and the workplace has changed as a result. As a wholly remote organization, HubSpot is able to be adaptable and continually promotes the necessity of a healthy work-family balance.

11. Inclusive

Diversity and inclusion is a trendy subject in human resources and recruiting, and it’s also a top goal for a large number of businesses. In an inclusive workplace, diversity is always embraced and respected, regardless of its source.

12. Fun

Who says that working can’t be enjoyable? Employee engagement and retention are more likely to be improved in organizations that provide opportunity for fun on a consistent basis.

13. Curious

Organizations that are curious about new processes, methods of thinking, and approaches to issue resolution are constantly eager to try new things.

14. Collaborative

Great partnerships result in the birth of the most brilliant ideas. Greenhouse is a place that values cooperation, placing a heavy focus on the importance of working together to accomplish success.

15. Relaxed

A relaxed work environment is one in which employees are given some latitude to carry out their jobs in the manner that they find most comfortable and productive.

16. Challenging

It is important for employees to be pushed and challenged in the workplace so that they may learn from their mistakes, grow, and adapt.

17. Empathetic

An empathic workplace is one where feelings are recognized and acknowledged via active listening, open communication, and assistance during challenging times.

Recruiterbox makes an effort to create such an atmosphere by evaluating applicants during interviews to discover who are the most empathic and compassionate.

18. Engaging

People who work for an engaging business are strongly involved in and driven to produce their best job for the firm, and they are more likely to stay with the company over time.

19. Rewarding

A rewarding corporate culture is one in which employees are rewarded when they go above and beyond requirements or when they surpass their own expectations. An acknowledgement (whether in the form of a verbal commendation or the donation of money) is much appreciated! Peer-to-peer recognition campaigns can encourage employees to appreciate one another’s accomplishments. Encourage workers to recognize and congratulate one another by implementing peer-to-peer recognition activities.

20. Nimble

Company agility and adaptability is essential for nimble organizations, which are constantly eager to course-correct and reassess their goals, procedures, and methods.

21. Respectful

Employees who work in a respectful environment are encouraged to voice their thoughts and ideas without being interrupted, and their coworkers are expected to be courteous when they do so, according to the company.

22. Trusting

When it comes to developing solid working relationships, effective teams, and a healthy business culture, trust is an essential component. It’s also a two-way street in both directions.

See what your employees would change

Employees in organizations with a welcoming culture are more pleasant, more likely to form internal employee networks, and more likely to schedule team activities to spend time with coworkers outside of the workplace setting. Keep in mind that your company’s onboarding process will be the first impression new employees receive of the organization, and it has the ability to set them up for future success. All of these adjectives are used to define corporate culture in a favorable light; nevertheless, recognizing what you want to avoid is an important component of creating a great workplace culture.

Negative words to describe company culture

The following terms represent the sort of business culture that you do not want to cultivate in your organization:

24. Toxic

The presence of toxic working conditions, such as a negative and disruptive environment, job, or individuals on the team indicates the presence of a toxic workplace.

25. Boring

Of all, no one enjoys being bored at work, especially when the minutes pass so slowly that they seem to go for hours. Companies with a stale culture are doomed to failure.

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26. Siloed

Despite technology improvements that have assisted in closing the gap, some firms continue to operate in silos. Departments are not communicating with one another, and communication is absent, which is both annoying and inefficient.

27. Outdated

Some businesses are just out of date, whether as a result of outmoded technology, outdated business processes, or a combination of the two.

28. Biased

Bias is never acceptable in the workplace, whether it is conscious or unconscious. However, it continues to be a significant issue for a large number of businesses.

29. Unsupportive

Be it intentional or unconscious, prejudice is never tolerated in the work environment. However, it continues to be a significant issue for a large number of businesses today.

30. Hostile

Intensely competitive work situations, which are detrimental to employees’ personal well-being and mental health, may be found in many industries.

31. Stressful

All of us have had experience working for a corporation where every single circumstance that arises is addressed as if it were a fire drill. We can all agree that no one wants to spend their days in that sort of setting on a regular basis.

32. Micromanaged

Micromanagement is something that no one enjoys. Employees that are micromanaged are often less engaged, and they are less likely to remain with the company long term.

33. Disengaged

A disengaged culture is one in which employees do not wish to be a part of their organization. Low employee engagement has been shown to be associated with high staff turnover rates, poor job performance, and inefficient business operations. Your company’s culture establishes the setting in which your employees operate and sets the tone for what is to come in the future for your company. Defining what you want your company’s culture to be is the first step toward creating a workplace that workers like working in—and ideally these phrases, both good and negative, can serve as a starting point for that process.

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What is the culture of your organization like? It might be tough to pin down exactly what it is. “Culture, quite simply, is transitory,” says Dr. Matthew J. Stollak, a professor of management and human resources at St. Norbert College in Green Bay, Wisconsin. “Culture, quite simply, is temporal,” he adds. “The true meaning of corporate culture is rooted in the context of its time and location.” Leadership and human resource professionals who do not take the time to reflect on their organizations and explore hypothetical constructions are missing out on a chance to enhance the culture and, as a result, the productivity of their firms.” It is true that the culture of your organization is a result of your goal and beliefs.

However, it is characterized by the manner in which your company’s values are communicated via the words, acts, and attitudes of your workers.

How do you describe your company culture?

Here are our best suggestions for the “Do’s” and “Don’ts” of characterizing a company’s culture, as well as some examples.

DOuse easy-to-understand, non-jargony language

Starting from the top, below is a list of frequent terms that human resource professionals use to characterize corporate culture:

  • Nurturing: Do you make a concerted effort to assist your staff in growing and progressing in their careers? Afterwards, you may define your organization’s culture as one that is nurturing. Employees participate in pleasant, enjoyable interactions throughout the day when they work in a friendly corporate culture. Autonomous: When managers give their staff the freedom to make decisions on their own, they are promoting an autonomous culture among them. This can be quite appealing to professionals who dislike being micromanaged
  • Nevertheless, it is not for everyone. In a tough work culture, people are encouraged to take on difficult jobs and broaden their knowledge and experience
  • Motivating:If you can define your organizational culture as motivating, it signifies that your firm drives employees to be enthusiastic about their jobs and to put up their best effort. Casual:Do you have any Millennials or Generation Zers working with you? They might choose to work in an environment that is more conducive to relaxation. This entails a more flexible work schedule and a more informal dress code.

Although these are some examples of appropriate terms to characterize your company’s culture, this is by no means an entire list. You might wish to pick out a handful that stand out to you right away. Make your own list of phrases that are distinctive to your firm and the culture you want to create, however, and use them to communicate your message.

DOdescribe your company’s mission, vision, and values

The mission of your firm is the main objective or purpose of your organization. The reason for your organization’s existence is because of it. An expression of what you want your organization to be at some point in the future is known as a vision statement. Your values, on the other hand, are the fundamental ideas or ethical concepts that influence your company judgments. These three principles are interconnected and mutually reliant on one another.

Furthermore, they are essential to the overall culture of your organization. First and foremost, you must identify your goal, vision, and values in order to correctly describe your culture. Here are a few common ideals that many businesses choose to uphold for their own benefit:

  • Community
  • Teamwork
  • Honesty
  • Integrity
  • Sustainability
  • Respect and fairness
  • Growth mentality
  • Passion
  • Positively influencing the future
  • These are only a few examples.

DON’Tforget your employees

As we’ve discussed so far, there are certain steps you can take to produce a description of your company’s culture that you can follow. But keep in mind that your culture is more than just your purpose, vision, and values. In the workplace, it is characterized by the method in which those principles are articulated by your workers in their day-to-day job activities. The absence of your workers’ actions and attitudes from the equation results in a misrepresentation of your company’s culture. Organizational culture is essentially a product of the individuals who work for you.

Are they enthusiastic about the mission of your company?

Do they demonstrate a commitment to your stated values?


If your organization has a dysfunctional organizational culture, you could be tempted to just rewrite it and move on from the situation. This is especially appealing when you’re on the lookout for new employees. Why not communicate your new cultural description in interviews with promising potential hires? You want promising potential hires to believe that your company is a great place to work, and you’ve just written this fantastic new set of values, so why not communicate this new cultural description in interviews?

  • The problem is as follows.
  • It’s fantastic that you’re attempting to effect a cultural transformation, but you may not be quite there yet.
  • Alternatively, if they find themselves working in an excessively competitive and isolated atmosphere, they will realize that you deceived to them about their employment situation.
  • It’s essential to be honest and straightforward when describing your company’s culture.
  • Inform new recruits that you are hoping that they will be able to participate in that shift.
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Nicole Roder

Nicole works as a freelance writer, concentrating in topics such as health, mental health, and parenthood. Her work has featured in a variety of publications, including Today’s Parent, Crixeo, Grok Nation, Chesapeake Family LIFE, and the Baltimore Sun.

How To Prepare for Company Culture Fit Interview Questions

  1. Getting a Job, Interviewing, and Preparing for Company Culture Fit Interview Questions are all topics covered in this guide.

The Indeed Editorial Team contributed to this article. The date is May 25, 2021. Many employers believe that it is critical to select employees who share their company’s values and work methods in order to achieve success. This contributes to the preservation of their organization’s culture. You will be able to explain your capacity to contribute value to their firm more effectively if you prepare for interview questions concerning culture. Your responses will aid the interviewer in understanding your personality, work style, fundamental beliefs, and attitudes, which will enable him or her to assess whether or not you will be satisfied working for the firm and contributing to its success.

Throughout this essay, we will cover what constitutes a company’s culture and how to respond to questions about it during an interview.

What is company culture?

Company culture encompasses the attitudes, beliefs, actions, and aspirations of a company’s employees, from entry-level employees to top management. The culture of a firm defines the way in which employees interact with one another and the way in which the organization makes decisions. The number of tasks you do in a day, the frequency with which your firm has meetings, and how open management is to discussing new ideas are all influenced by corporate culture. One thing to keep in mind when discussing your fit for the firm with potential employers is that the concept of “cultural fit” may occasionally be used to reject and discriminate against individuals who do not think, behave, or appear like existing employees, even if they do so unintentionally.

Culture contributes to the strength of a firm by broadening the range of experiences and viewpoints held by its employees.

Why prepare for cultural interview questions?

Finding out about a company’s culture before to your interview is vital for a number of reasons. You want to make sure that the organization is a good match for you in terms of duties, contact with coworkers, and work environment before making a commitment. A position where the company’s values fit with your own, where you get along well with your coworkers, and where you feel supported and encouraged will most likely result in you being happy overall. Second, it’s critical to express to the hiring manager that you will be a valuable addition to the company’s culture throughout the interview process.

10 common interview questions about company culture

Examples of cultural interview questions that your interviewer could ask you are as follows.

  1. Describe the type of atmosphere in which you do your best work. Describe your ideal employer or supervisor in your own words. Do you prefer to receive feedback on your performance through official evaluations or through casual encounters with your boss? What motivates you to want to work with us? Do you prefer to work alone or with a group of people? What would your coworkers have to say about you
  2. What methods do you use to deal with stress? What is essential to you in terms of work-life balance
  3. What inspires you
  4. Please choose which of our company’s ideals best resonates with you.

1. Describe the environment in which you work best.

It’s probable that your interviewer wants to know if you’ll be comfortable in your everyday job setting, which might include an office with no walls or cubicles to separate personnel, or a workplace that allows for flexible hours and remote working. Depending on the firm, some employees must be “on call” to respond to emails at all hours, whilst others work a standard nine-to-five schedule. You might also specify whether you prefer working for a firm that rewards individual achievement or a job that requires you to collaborate with others on a regular basis.

2. Describe your ideal boss or supervisor.

This question may be asked by your interviewer in order to determine how you respond to being directed. The importance of being positive about your prior job experiences rather than discussing any troubles you may have had with a previous company cannot be overstated. Make an effort to adapt your response to the position you are seeking, and strike a balance between demonstrating your ability to work independently while still appreciating a supervisor’s direction. “My ideal boss is someone that gives employees the opportunity to make decisions in their daily operations while still being there to answer questions and provide assistance when required.” More information may be found at: “Describe your ideal boss,” according to an interview question.

3. Do you prefer to get feedback about your performance through formal reviews or informal meetings?

Employee evaluations with standardized rubrics are conducted on a scheduled basis in some firms, and the results are sometimes related to salary rises. Others don’t plan reviews and instead provide comments whenever the situation calls for it. Your interviewer will most likely want to know if you would be fine with performance evaluations and increases being given at random throughout the year, or if you would want to know when to anticipate them in advance. “I like regular performance assessments, at least once a year, but I also love receiving informal comments whenever it is appropriate,” says the individual.

4. Why do you want to work for us?

This question may be asked by the interviewer in order to learn more about your reasons for picking either this firm or the position you are looking for. The letter demonstrates not just that you agree with the company’s vision and principles, but it also demonstrates that you have strong reason to believe you will fit in with the organization’s culture. “I have a great deal of regard for the high-quality items that this firm sells, and I would be honored to contribute to the company’s continued success in the industry.” As a result of reading an article saying that this organization is a top-rated employer for promoting creativity, I feel that I would be a valuable contributor to the team.” More information may be found at: “Can you tell me why you want to work here?” says the interviewer.

5. Do you prefer to work alone or on a team?

The response to this question will assist employers in determining whether or not you would be satisfied with the level of collaboration required by the position. Consider the difference between working together to achieve common goals and continual teamwork in a sales associate role and a position as a technical writer, who may spend the majority of their day focusing on their tasks alone. “I have always flourished in places where I can work collaboratively with others,” for example. The more perspectives and ideas that are exchanged, the more likely it is that outstanding work will be produced, in my opinion.

But when the situation calls for it, I am entirely capable of conducting heads-down work.” More information may be found at: Answer to the following interview question: “Do you prefer to work alone or in a team?”

6. How would your coworkers describe you?

Employers ask this question in order to get a feel of your personality and your strengths and weaknesses. It can also demonstrate your level of self-awareness, since employers may be able to compare your response to the criticism you’ve received from previous employers or references. Interviewers will be looking for attributes and personality traits that can help you succeed in the position you are interviewing for. For example, “My former business conducted annual peer reviews, which were quite beneficial in determining how my coworkers saw me.” In their evaluations, they frequently stated that I was dependable, a natural leader, and someone who performed admirably under time constraints.

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(With Illustrations)

7. How do you handle stress?

Because all jobs include some amount of stress, it is beneficial for employers to learn how you deal with and function through stress. When it comes to dealing with difficult situations, interviewers will be looking for particular tactics that you employ. For example, my first job out of college required me to meet stringent deadlines and manage a big amount of work. Despite the fact that it was difficult at times, it provided me with the opportunity to learn how to deal with stress in the job.

In order to keep organized and on track, I develop daily, weekly, and monthly to-do lists.

8. How important is work-life balance to you?

This can be a difficult issue to answer since various firms have different ideas about what constitutes a healthy work-life balance. While most companies seek employees who have a strong work ethic, they also seek employees who are capable of balancing work and personal obligations in order to avoid burnout. For instance, maintaining a healthy work-life balance is crucial to me. Occasionally, I feel it is necessary to work longer hours to complete time-sensitive projects; nevertheless, I believe it is equally vital to take time away from work to rest and recharge in order to be as effective as possible when on the job.”*

9. What motivates you?

Employers will be able to tell if your motives are compatible with the requirements of the position based on your response to this question. It also provides companies with insight into whether or not you are self-aware enough to recognize the kind of job that are most inspiring to you. As an illustration, “As a caregiver, I am highly driven by the desire to assist others.” When I was growing up, my grandmother was cared for by a dedicated caregiver, and I will never forget the sense of comfort and security that provided my family.

Because I know that I am making a difference in the lives of my patients and their families, I am motivated to continue my work. More information may be found at: How to Respond to the Question “What Motivates You?” (With Illustrations)

10. Which of our company values resonates most with you?

Most businesses have core values or mission statements that they utilize as guiding principles in how they conduct their operations. Giving a solid response to this question will demonstrate that you have done extensive study on the company and that your motives are consistent with the firm’s goals and objectives As an illustration, *”I empathize with your company’s principle of putting the client first. I am a firm believer in the importance of excellent customer service. When a firm provides excellent customer service, I am much more inclined to do business with them again.

Additional culture fit interview questions

  1. What tools and resources do you require to be productive? What would be your ideal working schedule? What was the last book you finished reading? What’s your favorite podcast to listen to? Describe the job of your dreams
  2. What is your style of leadership
  3. And What is it that you are truly enthusiastic about
  4. Do you participate in any philanthropic endeavors? In the event that you were employed, what would be your objectives for the first 90 days? What strategies do you use to keep your connections strong at work? Do you bring your work with you when you go home? What is a typical misperception people have about you, and why? What do you do when people disagree with your point of view or an idea that you have? How many of your employees have you made friends with? What is a lesson you’ve taken away from your job experience? What’s your favorite team-building activity to participate in? Which of the following do you anticipate from a senior leadership team? Tell me about your plans for the next five years. What method of communication do you like to use with coworkers
  5. Who and what motivates you
  6. Who and what inspires you
  7. What tools do you employ to ensure that your task is done efficiently? Tell me about a moment when you took a calculated risk in your work life. What is your strategy for dealing with disappointments? Describe the job of your dreams
  8. What do you like to do in your spare time when you are not working?

Continue reading:65 Frequently Asked Culture Fit Interview Questions

How to prepare for interview questions about company culture

Here are some actions you may take to prepare for answering concerns about cultural fit in interviews:

1. Learn what components make up a company’s culture

When you understand the culture of a firm, you may narrow the scope of your study and create more complete responses. Culture is comprised of the components that are typical of a company’s operations: The mission and values of the organization A mission statement explains the fundamental values and objectives of an organization. Some businesses have mission statements that are lengthy and convoluted, while others are concise and to the point. Most importantly, the company’s everyday activities and goals must reflect the company’s mission statement.

  • The process of getting to know employees on a personal level aids a corporation in its efforts to develop a successful, cooperative, and supportive team.
  • The corporate culture comprises the manner in which personnel are assessed, how frequently they are reviewed, and how success is measured.
  • Celebrations and awards are given out.
  • Some people even commemorate personal milestones, such as wedding anniversaries or birthdays.
  • Fundraising activities or a volunteer program are examples of what may be done.
  • Communication It’s critical to understand how employees and management interact with one another in order to effectively communicate.
  • A newsletter may be published by the firm or by a specific department.
  • Learning and growth are important aspects of every job.
  • They may, for example, provide tuition reimbursement or a subscription to an online training program as a benefit.
  • The workplace might also have a significant impact on the overall culture of the organization.
  • While many firms encourage their employees to decorate their workspaces and make them their own, others may have more official procedures in place.

Heritage Small and large businesses alike, whether they are new or well-established, are generally proud of their past. Some companies make it a point for their staff to be aware of the personal stories of the company’s founders and how the company came to be.

2. Find information about the company’s culture

You may better target your study and create more complete responses if you are aware of a company’s corporate culture. Culture is comprised of the features that are typical of a business. The purpose and values This statement encapsulates the fundamental beliefs and objectives of the organization. Others have mission statements that are simple and to the point, while others are lengthy and convoluted. The most crucial factor is that the firm follows through on its mission statement in its everyday operations and goals.

  1. The process of getting to know employees on a personal level aids a company’s efforts to develop a successful, cooperative, and supportive team.
  2. The organizational culture comprises the manner in which personnel are assessed, how frequently they are reviewed, and how success is judged.
  3. Recognizability and celebrations To keep its employees engaged and pleased in their work, several organizations offer incentives for individual achievements.
  4. Involvement with the CommunityMany businesses support community outreach initiatives.
  5. An organization’s participation in community service may be a source of tremendous pride.
  6. They might, for example, communicate by email or text message exchanged between each other.
  7. When we talk about communication, we can refer to whether or not your supervisor will be accessible to answer questions, whether or not they have a “open door” policy, and whether or not you will need to schedule an appointment.
  8. Tuition reimbursement or a subscription to an online training program, for example, may be available.
  9. Another factor that might influence the culture of a firm is the environment in which it is located.
  10. While many firms encourage their employees to decorate their workspaces and make them their own, others may have more official policies in place.

Heritage Small and large businesses alike, whether newly formed or long-established, are generally proud of their past. It is important to certain businesses that their staff be aware of the human stories behind their founders and how the company has grown through time.

Dos and don’ts: Talking about culture in the boardroom

One of the most frequently asked questions I receive from Culture Amp clients is how to approach the board of directors about culture. The most important takeaway is this: in the boardroom, don’t talk about culture; instead, talk about the consequences of culture.

If you don’t understand the strategy, you can’t have a conversation about the culture

In a nutshell, a common error I’ve seen a number of human resources professionals do is attending a board meeting and speaking in their own language about why the board should pay attention to what they’re saying. The focus of the discussion is on the findings of an employee engagement survey and why the board should support the next round of human resources initiatives. What makes this approach ineffective is as follows. Any discussion on culture with the board of directors must be preceded by a discussion about strategy.

  1. In the words of Peter Drucker, who is often regarded as the father of contemporary management, “culture eats strategy for breakfast.” The board of directors must be made aware that, no matter how effective a plan is, it can be undermined by a strong organizational culture.
  2. It is possible that what appears to be a plan failure is actually a cultural failure.
  3. Instead of talking about abstract concepts, talk about specific consequences.
  4. Approach the culture dialogue from a relatable angle, such as risk minimization, a desire for innovation and creativity, or long-term sustainability, among other things.

How to talk culture to your board

  • Recognize your target audience
  • Talk about the dangers of taking risks. Understand the present strategy of the organization in depth
  • Contextualize your discourse about culture in the perspective of attaining the board’s objectives
  • Associating what you’re saying with the success of the company is a good idea
  • Make your pitch to the board in a language that everyone can relate to and understand
  • Utilize a null hypothesis (i.e., what is most likely to occur if no action is taken)


  • Have a dialogue about the engagement survey — it is a conversation about business strategy. Make use of HR jargon
  • Instead of discussing the consequences on the firm, just the effects on the employees should be discussed. Use euphemistic language or use ambiguous concepts such as “integrity” or “respect” to express yourself
  • Don’t just slam facts into people’s faces
  • Give them a narrative with it.

The easiest way to get the board to talk about culture is to start a conversation about risk

One of the most straightforward ways to begin a culture dialogue with the board is to bring up the subject of risk. In most debates about culture, there is a connection to risk, which makes it a simple matter to begin a discussion about it. Boards of directors are ultimately responsible for determining the level of risk that a firm is prepared to accept. There are more and more risk concerns that are becoming cultural questions as a result of globalization. “How tolerant do we want to be of individuals being allowed to make a mistake?” or “How much latitude are we able to offer people in order to allow them to be innovative?” are examples of questions to consider.

“Compliance, lock everything down,” is a common initial response when risk and culture are linked together.

This is a fantastic topic because it leads to the awareness that every organization is always taking risks in its operations.

I’ve witnessed it personally on boards of directors when people have sat down and said: “Okay, we’ve got 130 compliance regulations.

We must reduce this number to 20 or 30 core policies that will assist people realize what is truly expected of them.” That is an excellent example of a risk/culture discussion that is directly related to the long-term performance of the organization.

A talk about the long-term success of a firm, on the other hand, is a conversation that the board of directors will always be interested in.

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