Define the Culture You Want to Attract Talent You Want

You Must Define the Culture You Want to Attract the Talent You Want
Every organization has a culture — whether it’s intentionally shaped or left to chance. To compete for top talent, you cannot leave culture to ambiguity; you must explicitly define the environment you want to create and the behaviors you want to foster. The right culture draws in individuals who will thrive, contribute, and drive organizational success.

We view workplace culture as the reality of how work actually gets done on a daily basis. It is revealed through patterns of thought, behavior, and interaction—not just in statements of mission or values. Assessing workplace culture means observing how people collaborate, make decisions, and approach challenges. It encompasses both the explicit and implicit values that influence critical employee practices — such as hiring, promotions, and retention decisions. In essence, culture is the operating system of your organization: it determines which talent flourishes and which struggles to fit.

The Link Between Culture, People, and Performance
“How things get done” is more than a procedural question — it drives both talent outcomes and business results.

From a people perspective, culture directly affects your ability to attract, develop, engage, and retain the right talent. Employees who fit your culture collaborate better, contribute more, and stay longer. Research underscores this: a Jobvite survey found that:

• 88% of job seekers consider company culture important when applying
• 32% leave within the first three months due to cultural misalignment
• 15% decline offers because of cultural concerns.

From a business perspective, culture can be a decisive driver of performance. A Harvard Business School study reports that an effective culture can account for up to half of the performance difference between organizations within the same industry. Our own research on organizational alignment shows that cultural factors explain 40% of the variance in outcomes such as revenue growth, profitability, customer loyalty, and employee engagement.

Culture is not a “nice to have.” It is a strategic lever — one that simultaneously shapes your workforce and your results. When intentionally designed and aligned with strategy, culture becomes a differentiator that drives sustainable performance.

What Is Your Employee Brand?
Culture and talent are inseparable — so intertwined that it can feel like the classic “chicken or egg” dilemma. Yet the more clearly you define the culture you want, the more effectively you can craft and deliver an employee value proposition that attracts, engages, and retains the right people.

An intentional employee brand is not just marketing — it is a lived employee experience that communicates what it feels like to work at your organization. When aligned with culture, it becomes a powerful differentiator in the war for talent.  Some organizations have built cultures and employee brands so distinctive that they are instantly recognizable to both current and prospective employees. Examples include:

• Zappos
  Zappos has built a distinct “happiness culture,” famously articulated by founder and CEO Tony Hsieh in Delivering Happiness. The principle is simple yet powerful: happy employees deliver exceptional, “wow” customer experiences, which in turn create loyal and satisfied customers. Zappos’ success demonstrates how intentionally aligning corporate culture with business strategy can become a competitive advantage, turning culture into a driver of both employee engagement and market performance.
• Twitter (before it became X)
  At Twitter, employees are drawn to the workplace by a strong sense of camaraderie and shared purpose. The company’s team-oriented culture cultivates an environment where collaboration energizes employees, and their work feels meaningful—giving them the motivation to innovate and make an impact on a global scale.
• REI
  REI attracts employees who are as passionate about the outdoors as its customers. Its culture is deeply aligned with the company’s values — delivering high-quality outdoor gear with strong guarantees while championing environmental stewardship. Employees fully embrace this mission, creating a workforce that lives the brand and brings authenticity to every customer interaction.
• Adobe
  Adobe’s culture is built on trust — employees are given meaningful, challenging projects and the autonomy to execute them without excessive oversight. Customized training and support are always available, reinforcing this confidence. This transparency and empowerment create a culture where employees feel a genuine stake in the company’s success and are motivated to contribute to its growth.

The Bottom Line
When you clearly define and consistently live your distinctive corporate culture, you create a powerful differentiator in the war for talent. This clarity allows you to attract employees who are not only highly engaged but also aligned with your values — people who will contribute meaningfully and remain with the organization over the long term.

To learn more about how to define the culture you want to attract talent, download The 3 Levels of Culture that you Must Get Right to Win the War for Talent