What 'culture fit' really means in Bangladeshi workplaces
As culture fit gains prominence in hiring, the gap between how Bangladeshi workplaces describe their culture and how they actually practice it is becoming increasingly difficult to ignore
Here in Bangladesh, many companies are increasingly cautious about "culture fit" when recruiting. A 2023 report by TestGorilla found that 43% of hiring managers and recruiters worldwide consider poor cultural fit to be the leading reason for new-hire failures.
The IT sector is the most obvious example of this focus, as employers are eager to highlight their "unique culture" and how it distinguishes them from competitors.
Yet this fixation invites closer scrutiny. What, in concrete terms, does 'company culture' actually mean? Why do organisations take such pride in it? And beyond the language of recruitment brochures, does it genuinely distinguish one workplace from another in practice?
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What companies say vs what actually happens
In principle, most companies are quite similar when it comes to cultural expectations. Every organisation that operates for profit wants to earn money, hire the best talent, and ensure productivity through teamwork, agility, and professionalism. They expect employees to complete tasks on time, maintain discipline, and contribute positively to the business.
So, where does the real difference lie between one company and another?
The answer often lies in how people behave and practise values in daily operations, not in what is printed in a company handbook. Many organisations proudly promote noble values such as respect, collaboration, empathy, and inclusion.
Yet when real pressure arrives, those values sometimes fade quickly. In difficult situations, decision-makers may act out of convenience or self-interest rather than principle — and that is when a company's true culture is revealed.
For instance, a business owner might confidently say, "We are a value-driven company. We respect our people and care more about humans than policies."
In practice, however, that same company may quietly force a pregnant employee to resign "for her own health", simply to avoid paying maternity benefits. Actions like this expose the gap between slogans and reality.
Culture fit vs culture reality
From my perspective, the expected culture in most organisations is almost identical. Every company aspires to be ethical, inclusive, and employee-friendly. However, outcomes differ because leadership behaviours differ.
Every leader, manager, or business owner has a distinct mindset and moral compass. As a result, taking a "culture fit" test may be far less important than understanding how an organisation truly operates in everyday situations — and how well one can adapt to that environment.
For job seekers, this means true culture is not what a company claims, but what employees actually experience. A 2024 Greenhouse report found that 68% of candidates now prefer companies that prioritise "culture add" — hiring people who bring fresh perspectives — over "culture fit", which often results in hiring individuals who simply resemble the existing team.
Culture is not declared; it is practised daily through behaviours, decisions, fairness, and respect.
When culture becomes survival
For many existing employees, culture becomes a matter of survival. Whether they like the environment or not, they learn to adapt, follow instructions, and keep going.
For many, this adaptation — sometimes silent, sometimes exhausting — becomes their lived version of company culture.
Unfortunately, not everyone ends up in a healthy workplace. According to Gallup's State of the Global Workplace 2025 report, 67% of the Bangladeshi workforce is actively seeking better opportunities, one of the highest rates in South Asia.
Many employees quietly endure difficult or toxic environments while searching for a place where their personal values, dignity, and sense of belonging align with the organisation.
If someone is fortunate enough to join a healthy work culture, fitting in feels natural. For others, the journey is far more challenging. So they keep moving forward, doing their best, and hoping to find a workplace where values are not just spoken, but practised.
Ultimately, culture is not defined by posters, slogans, or HR statements. It is created — and proven — through daily actions, real empathy, fairness, and integrity.
When organisations genuinely live their values, people do not merely survive; they thrive. And that is where true culture lives.
