Interviews are conducted to help wade through candidates in order to find those that best fit with the company’s needs and also help highlight that individual’s set of skills. Employment interviews work best with a small number of applicants, they serve as public relations, and give great faith and confidence in those selected. There are five types of interviews nondirective, structured, situational, behavioral description, and sequential. The list goes from the least structured to the most structured type of interview. All of which can fall short into subjection or personal bias. In an article by Lauren A. Rivera called, Guess Who Doesn’t Fit In at Work, she discusses how cultural fit is defined and crafted in the hands of present employers. Cultural fit can now be seen as another way to create more bias within an institution.
A culturally fit culture in the workplace is where similar minded people are given the job to create synergy and loyalty to fit the organization’s strategy. In the article Rivera refers to Southwest Airlines and Bridgewater Associates as examples of an effective use of cultural fit. Southwest Airlines screen, “job candidates based on their willingness to provide a wacky experience for strangers contributed to the fun environment that enabled the company’s financial success,”(1, Rivera). This means that Southwest Airline’s uniqueness is created through the use of cultural fit. They screen and choose employees that are eccentric and outgoing to boost business. As mentioned in the article, Bridgewater Associates,” seeks to distinguish itself through its pursuit of transparency and honesty, screening out potential hires who couldn’t handle criticism made good business sense,”(2, Rivera). Bridgewater Associates, filters candidates that are feelers and have a servant/herd mentality. Both companies have malleable employees that can make the company