An investment firm with a highly unique culture was experiencing a period of growth. Employee headcount had increased six-fold in a five-year period. Recently several high-priced hires, who had attributes incompatible with the culture, failed and caused a great deal of disruption.

We conducted a cultural analysis to identify unique aspects of the firm’s culture and used that as the basis for a competency model. The competency model contained eight competencies reflecting differentiators for successfully integrating into the culture. This included abilities and traits that are compatible with working within a meritocratic, non-hierarchical environment that valued transparency and fact-based decision making.

We then designed a structured interview guide based on this competency model and interviewers were trained in its use. We also conducted a research study in which we administered a personality test to all employees and determined which personality variables predicted job performance. The structured interview and the personality testing were incorporated into the selection process resulting in hires that were a better cultural fit.