Company Culture in Finding the Right Talent

Company culture in finding the right talent is just as important as skills and qualifications, because without a strong culture, even the best hires disengage and leave.

Have you ever witnessed how difficult it is to blend talent with company culture? It is not only challenging to spot the right workforce but also to retain them, especially when the company culture is not well-established. Here is a real-life example and food for thought on building company culture from day one.

A Real Hiring Story: Talent Without Culture

It was my first week in a new job, dreaming of creating a "Roseto culture," when my boss set my first objective. "We need 12 new engineers, and they need to start within a month," he said. The goal was clear, but I had dozens of questions in mind.

How would I find candidates suitable for the key components of the company culture?

I was new to the organization and did not yet know the managers or their expectations.

Which Competencies and Skills Were We Looking For?

A short interview with department managers helped shape training areas, language levels, and expected skills. But managers mostly gave general definitions: hardworking, intelligent, curious. Luckily, we had a strong pool of engineer CVs from a recent university event. We profiled successful engineers, built a competence and personality inventory, and invited candidates to an evaluation centre.

We prepared a development package with cross-department experience, career opportunities, six months of training, and above-average pay. After assessment, 22 young engineers matched the profile. "We will grow fast, let's hire them all," the boss said. We defined our culture as fun, transparent, open to criticism, and offering equal opportunity. The new hires were dynamic, energetic, and excited to share their goals.

Where the Culture Started to Break Down

In the second week, one of our top three candidates resigned. He had studied abroad on scholarship and wanted to contribute to his country. We had built a "Management Trainee" program across marketing, R&D, IT, and HR — exactly what he wanted. Yet he said: "I do not want to work on production. Spending 1.5 months there is a waste of time for me."

By the end of the first month, the engineers' energy had visibly dropped in short internal polls. Exit interviews revealed the real issues: they found training and trainers incompetent, felt their opinions were ignored, and said managers gave inadequate guidance. They saw the technical infrastructure and international placement programs as insufficient. Of the original 12 who completed the program, only 7 remained after two years.

But Where Did We Go Wrong?

We were merging a sales-based company with an R&D-based one, running a brand-new production facility amid constant crises. Processes and tasks were unclear. No unifying corporate culture had been formed. Decisions were rushed, projects changed mid-course, and some departments were treated as more strategic than others. Individual success was prioritized over team and company success. Results were not shared transparently, and decisions relied on snapshots rather than full analysis.

What We Tried — And What We Learned

We implemented process mapping, business analysis, clear short-term goals via OKRs, 360-degree feedback, and stronger digital processes. But top executives quickly bent under pressure from directors resistant to change, and most initiatives stayed on paper. Thanks to a few committed directors, we kept some focus using 360-degree and OKR methods, but without a holistic approach, the impact stayed limited.

In short, we found 22 talented young engineers — but failed to build the culture needed to keep and grow them.

Dilek Mete

Frequently Asked Questions

Why does company culture matter in finding the right talent?
Skills and qualifications alone do not guarantee retention. Without a clear, well-established culture, even highly talented hires quickly disengage and leave.

What went wrong in the hiring story shared in this article?
The company hired 22 talented engineers quickly but lacked clear processes, transparent decision-making, and a defined culture, leading to low engagement and high turnover.

How can companies build culture from day one?
By defining clear processes, setting transparent goals, involving employees in decisions, and using tools like 360-degree feedback and OKRs consistently across the organization.

What role does feedback play in retaining new talent?
Feedback helps new hires feel heard and valued. When employees' suggestions are ignored, they quickly lose motivation and disengage, as shown in the case study.

What happened to the engineers hired in the story?
Of the 12 who completed the program, only 7 remained after two years, showing how weak culture and unclear processes drove talented employees away.