Culture Fit vs. Skills - What’s the right balance?
Ever hear from a colleague that the reason the organization is passing on a candidate who seems to have all the right skills is due to them not being a “culture fit”?
In the contemporary job market, the debate over whether to prioritize cultural fit or technical skills in hiring decisions has become increasingly relevant. While aligning candidates with a company’s values is essential for long-term retention and team cohesion, research indicates that hiring for skills is equally crucial for organizational success.
So before “passing on” the next candidate due to their cultural fit, here are few reasons we should shift some focus on skills rather than solely on cultural alignment.
Skills Correlate with Job Performance
A significant body of research supports the idea that technical skills are a better predictor of job performance than cultural fit alone. A meta-analysis conducted by the American Psychological Association revealed that cognitive ability and job-related skills are among the strongest predictors of an employee’s effectiveness in their role. Specifically, the study found that cognitive ability tests can predict job performance with a correlation of 0.51, which is substantial compared to the lower correlations typically associated with cultural fit.
This evidence suggests that while cultural alignment is important, it should not overshadow the necessity for candidates to possess the specific skills required to perform effectively in their roles. Hiring decisions that prioritize skills can lead to enhanced productivity and better overall performance within teams.
Divergent Thought Fuels Innovation
Prioritizing cultural fit can inadvertently create a homogenous workforce, which limits diversity of thought and inhibits innovation. According to research from McKinsey & Company, diverse teams are 35% more likely to outperform their peers in terms of financial performance. A study published in the Harvard Business Review found that teams that encourage diverse opinions and constructive conflict are more likely to achieve better outcomes.
Moreover, hiring solely for culture can lead to the phenomenon of "groupthink," where team members conform to the prevailing opinions and ideas, stifling creativity and preventing necessary change.
Encouraging a culture of openness to different ideas can ultimately drive business success.
Hiring for skills allows organizations to cultivate diverse teams that challenge the status quo and drive innovation. By embracing candidates with varying experiences and viewpoints, companies can foster an environment where creativity thrives, leading to improved problem-solving and adaptability in a rapidly changing marketplace.
Adaptability in a Changing Workforce
The modern workforce is evolving, with rapid technological advancements changing the skill sets required for many roles. Research from the World Economic Forum emphasizes the importance of upskilling and reskilling, predicting that by 2025, 85 million jobs may be displaced by a shift in labor between humans and machines. In this context, hiring for skills becomes critical, as organizations must adapt to changing demands and ensure their employees possess the necessary capabilities to thrive.
While hiring for cultural fit has its advantages, prioritizing skills is essential for organizations seeking to enhance performance, foster innovation, and adapt to an ever-changing workforce. Research consistently shows that skills are a stronger predictor of job performance and that diverse teams generate better outcomes. By adopting a more balanced approach that values both skills and cultural fit, companies can build a robust workforce capable of driving long-term success in a competitive landscape.
Leasing General Manager ABOUT THE COMPANY With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, Papé operates across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is its commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, Papé believes in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. Papé Kenworth is one of the largest Kenworth truck dealers in the Western United States, providing sales, leasing, rental, parts, and service for medium and heavy-duty trucks. Founded in 2007 as part of Papé Group, the division supports commercial fleets and owner-operators with a commitment to maximizing uptime through exceptional customer service, expert technicians, and a network of locations across the West. ABOUT THE POSITION Reporting to the President of the Papé Kenworth business, the General Manager (GM) of Leasing will be responsible for all Papé PacLease company operations and performance. General areas of responsibility will include business planning, profitable business growth, asset management and profitability, vehicle maintenance standards, and the profitable sale of vehicles at the end of the leasing term. Additionally, this position will oversee the short term rental fleet and lease return sales, contract maintenance, rental performance, and financial and personnel management for this division. This role demands a strategic mindset, operational oversight, and a strong leadership presence to guide branch teams in delivering outstanding service, sales, and profitability. Essential Duties and Responsibilities Develop and execute the overall strategic plan for the leasing division, including revenue, profitability, fleet growth, operational standards, utilization, customer service, and retention. Establish annual and long-term business plans, budgets, forecasts, and performance goals. Drive revenue growth while maintaining disciplined control of expenses and operating costs. Manage fleet acquisition costs, depreciation, residual values, financing costs, maintenance expenses, insurance, and other major components of leasing profitability. Oversee the acquisition, deployment, utilization, maintenance, and disposition of fleet vehicles. Develop and manage processes and procedures for management and tracking of assets, including accurate visibility into lifecycle costs and total costs of ownership. Lead and develop the sales team and strategies for sales and customer acquisition. Establish a disciplined sales process, pipeline process, and forecasting. Ensure compliance with all applicable federal, state, and local regulations. Recruit, develop, motivate, and retain a high-performing leasing organization. Collaborate with dealership leadership to create a unified culture and operating strategy for the Leasing business. CANDIDATE PROFILE The ideal candidate brings a proven track record of successful management experience in commercial truck leasing or dealership environments. Key strengths include: Proven track record of successful management experience within the dealership or leasing environment. Demonstrated experience in developing teams, setting performance goals, and achieving sales targets. Experience developing and executing sales strategies that consistently exceed revenue and profitability targets. Experience leading and developing standard operating procedures for lease operations, asset maintenance and utilization, customer qualification, lease structuring and pricing, long-term leasing contracts, and customer communication. Preferred Bachelor’s degree is preferred, or equivalent combination of education and progressively responsible industry experience. 10+ years of progressive leadership experience in truck dealership or leasing sales and operations. Minimum of 5 years in leadership roles. Interested in Learning More? 180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Tom Haley/ 503.334.1350/ tom@180one.com .
Chief Operations Officer ABOUT THE COMPANY STUDSON is a fast-growing safety technology company based in Sherwood, Oregon, redefining industrial head protection. Founded in 2019, the company designs premium Type II safety helmets that incorporate advanced impact protection technology commonly found in sports helmets, helping construction and industrial workers get home safely every day. Driven by innovation and a strong mission, STUDSON is challenging a century of conventional hard hat design and is quickly becoming a recognized leader in the industrial safety market. ABOUT THE ROLE STUDSON is transforming industrial head protection through innovative technology, premium product design, and an uncompromising commitment to worker safety. Having established a strong market position and a solid operational foundation, the company is entering its next phase of growth. To support that growth, STUDSON is seeking a Chief Operating Officer to build the organizational operating system that will enable the business to scale while preserving the speed, innovation, and entrepreneurial culture that define the company today. Reporting directly to the Founder & CEO, the COO will be responsible for translating strategy into disciplined execution across the organization. While overseeing the company's operational functions—including supply chain, sourcing, planning, customer success, and quality —the primary mandate is broader: to create alignment, accountability, and repeatable processes that allow the organization to execute consistently as it grows. This executive will partner closely with every functional leader to improve cross-functional collaboration, strengthen decision-making, and establish operational processes that allow the business to move faster with greater clarity. Success will not be measured by maintaining operations, but by building an organization capable of scaling efficiently while delivering exceptional customer and financial outcomes. The ideal candidate is an experienced operator who has helped high-growth companies evolve from entrepreneurial organizations into disciplined, process-driven businesses without sacrificing agility or innovation. Essential Duties and Responsibilities Organizational Leadership & Operating Excellence Partner with the CEO to translate strategic priorities into company-wide execution plans. Design and implement a scalable business operating system that establishes standard work, management routines, visual performance management, and continuous improvement practices across the organization. Champion a culture of continuous improvement, equipping leaders with practical problem-solving methodologies that eliminate waste, improve execution, and increase organizational agility. Lead cross-functional process improvement initiatives that simplify workflows, reduce complexity, and improve quality, speed, and customer outcomes. Build management processes that improve alignment, accountability, communication, and execution across all functions. Develop an organization capable of scaling efficiently without creating unnecessary bureaucracy. Process Improvement & Business Scalability Lead the continuous evolution of business processes across the organization, leveraging existing technology platforms to improve execution rather than adding complexity. Standardize workflows where appropriate while preserving flexibility and entrepreneurial speed. Identify operational bottlenecks and implement practical solutions that improve throughput, responsiveness, and organizational effectiveness. Foster a culture of continuous improvement, disciplined execution, and data-informed decision-making. Supply Chain & Operational Performance Lead the end-to-end supply chain, including procurement, manufacturing partners, inventory planning, logistics, fulfillment, and customer success. Ensure operational capabilities support both current growth and future product expansion. Strengthen forecasting, inventory management, and S&OP disciplines to improve service levels while optimizing working capital. Build resilient supplier relationships and continuously improve quality, delivery, and cost performance. Cross-Functional Execution Partner with Product Development to ensure successful commercialization of new products. Collaborate with Sales and Marketing to improve demand planning, product availability, and customer responsiveness. Work closely with Finance to improve forecasting accuracy, margin performance, and operational planning. Support Human Resources in developing organizational capability, leadership effectiveness, and performance management. Business Performance Develop meaningful KPI’s and operational scorecards that provide visibility into company performance. Improve operational efficiency, gross margin, inventory productivity, customer satisfaction, and organizational responsiveness. Balance growth, profitability, and operational risk while maintaining STUDSON's commitment to quality and customer experience. People & Culture Build and develop a high-performing operational team grounded in accountability, collaboration, and continuous improvement. Create clarity around expectations, priorities, and decision rights throughout the organization. Help preserve STUDSON's entrepreneurial culture while introducing the operational discipline required for continued growth. IDEAL CANDIDATE Fifteen or more years of progressive leadership experience in operations, supply chain, or general management within a high-growth manufacturing organization. Demonstrated experience implementing or leading a business operating system such as Lean, the Toyota Production System, or a comparable continuous improvement framework that improved organizational performance and scalability. Strong understanding of operational excellence principles, including process mapping, root cause analysis, visual management, standard work, and KPI-driven performance management. Proven ability to build continuous improvement capabilities within leadership teams by coaching managers to solve problems systematically and sustain operational gains. Experience leading cross-functional business transformation rather than simply managing functional operations. Strong understanding of supply chain, sourcing, manufacturing, inventory planning, and customer operations. Proven ability to leverage an ERP and business systems to improve execution, reporting, and decision-making. Strong financial acumen with experience improving margins, working capital, and operational performance. Exceptional leadership presence with the ability to influence across functions and levels. Comfortable operating in an entrepreneurial, founder-led environment where adaptability, humility, and hands-on leadership are essential. Interested in Learning More? 180one has been retained by STUDSON to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .
Director, Operations and Supply Chain ABOUT THE COMPANY Warn Automotive (Warn Auto) is a world leader in driveline disconnect technology. Their heritage comes from making WWII surplus Jeeps easier to drive on the road with the first unlocking hubs. They continue today by making disconnects for cars, trucks, and SUVs around the world. These trusted technologies come from years of innovation and listening to customer needs. Warn Auto designs, tests, and manufactures best-in-class products and solutions focusing on our customers’ productivity, efficiency, and profitability. To do that, their teams collaborate worldwide to share knowledge, research, and resources, which have kept them strong and stable since 1925. Warn Auto is a Vehicle Service Group (VSG) company that is part of Dover Corporation ’s Engineered Products segment and is the holding company for some of the most trusted names in the vehicle service industry. ABOUT THE ROLE The Director of Operations & Supply Chain is responsible for leading all manufacturing, logistics, and supply chain functions for the Warn Auto business. This role drives operational performance, profitability, quality, and on-time delivery while fostering a culture of safety, continuous improvement, and employee development. Working closely with Dover and Vehicle Service Group leadership, the incumbent develops and executes operational strategies, leverages enterprise resources, and aligns teams, metrics, and processes to achieve business objectives and support long-term growth. KEY Responsibilities Oversee and direct overall production, including efficient use of equipment, materials, and personnel required to produce Tier 1 automotive products. As well as ensuring outgoing quality, safety, and compliance with customer, state, and federal regulations. Direct team of planning, purchasing, and shipping/ receiving personnel to stated strategy, goals, and objectives set forth by the organization. Ensure team is engaged and collaborating across all responsibilities. Including production planning, inventory control, purchasing, receiving, warehousing, and product shipping. Develops and implements policies and procedures, formulating manufacturing operations strategies, building and mentoring manufacturing employees, and driving business results. This includes ensuring quality equipment, materials and production standards, overseeing and maintaining manufacturing budgets and staffing to manufacture quality products that meet customer expectations in the most cost-effective manner. Partners with the executive team in developing business strategy and operating plans. Including leading the creation and implementation of tactical plans to achieve Strategy. Extending to production team leaders and team members through communications tactics, goal alignment, and performance management. Partners with key stakeholders to ensure Continuous Improvement and provide visible support and leadership for Lean initiatives. Drive continuous improvement projects such as lean, 5S, and visualization throughout the Warn Auto operations organization. Review and develop a strategic supply base in collaboration with quality, engineering functions, and the Dover Asia Pacific Office. Drive customer requirements and automotive standards to all suppliers with a focus on clarity and understanding. Including negotiation, review, and management of contracts for all procured goods, services, and capital equipment globally. Develop plans and lead critical supplier negotiations to ensure competitive pricing and terms aligned to strategic goals, automotive requirements, and customer expectations. Including assignment of resources (Dover Sourcing, VSG, APO, 3rd party, and Warn Auto Team) and clear guidance to ensure comprehensive negotiation targets are met across the entire supply base. Develop strategic direction, objectives, tactics, and supporting budgets, justification, and resource plans to ensure corporate growth and financial objectives are met. Includes collaboration with Warn Auto leadership team, VSG Leadership team, and Dover Corporate functions. Partner with sales, marketing, production, finance, and operations to align forecasts, production plans, and business priorities. CANDIDATE PROFILE A bachelor's degree in an applicable field from an accredited college or university is required. MBA is strongly preferred. Minimum ten years of operations and supply chain leadership experience in a manufacturing environment. High-volume critical operations such as aerospace and automotive are preferred. Rapid growth and transformation experience preferred. Effective at communicating, verbally and in writing, with all levels of stakeholders and coworkers Highly ethical, self-motivated individual with ability to work independently and/or with limited direction, as well as cooperatively in a team environment, while consistently demonstrating collaborative, respectful and productive work habits. Interested in Learning More? 180one has been retained by Warn Automotive to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .
