Tag: APS career

Why “culture fit” gets a bad rap – and how to rescue it

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“Culture fit” started as shorthand for hiring people who help your culture thrive. Somewhere along the way, it became code for “people like us”: same background, same schools, same hobbies, same vibe.

That’s not culture. That’s comfort.

Social psychology has shown for decades that humans naturally gravitate toward people who look, think and act like them – the similarity-attraction effect. In hiring, this turns into affinity bias: we rate candidates who remind us of ourselves as “strong fits”, even when that has nothing to do with performance. 

The cost is real:

When “culture fit” really means “same as us”, you’re literally screening out the conditions that drive innovation, resilience and problem-solving.

So instead of abandoning culture fit altogether, it’s time to redefine it.

What culture fit should mean: The 3-C model

Think of culture fit as three overlapping checks:

Core values + Character additions + Collaboration potential

When all three are present, culture fit becomes growth-friendly – not a homogeneity trap.

1. Core values – shared anchors, not clones

This is the only part of “fit” that should feel similar.

You’re looking for alignment on the fundamentals of how work gets done: things like integrity, accountability, learning mindset, respect, psychological safety, and commitment to the mission.

Research on values congruence shows that when people’s values align with the organisation’s, you tend to see higher engagement, commitment and performance.

What to look for

  • How they behave under pressure, not just when things are smooth
  • How they talk about colleagues, customers and past employers
  • Whether they default to learning and accountability or blame and defensiveness

Better questions

  • “Tell me about a time you got feedback you really didn’t like. What did you do next?”
  • “Describe a situation where you had to choose between hitting a target and doing the right thing. What happened?”
  • “What does ‘a good day at work’ look like for you – and why?”

You’re testing: do their lived values match the ones you say matter here? Not “would I have a beer with them?”

2. Character additions – difference as a performance asset

Once values are aligned, sameness stops helping and starts hurting.

Decades of work in organisational psychology and economics – from Cox and Blake’s “value-in-diversity” hypothesis to Scott Page’s Diversity Bonus – argues that diverse teams solve complex problems better because they bring more cognitive tools, perspectives and heuristics. 

Meta-analyses back this up: deep-level diversity (differences in perspectives, information and ways of thinking) is positively related to creativity and innovation, especially for interdependent, knowledge-heavy work. 

So the question shifts from “Are they like us?” to: “What do they bring that we don’t already have – and will that help us?”

What to look for

  • Different backgrounds, disciplines or industries that still connect to your work
  • Distinct problem-solving approaches (data-first, systems-thinking, customer-obsessed, etc.)
  • Evidence of resilience, non-linear careers, or stretching into new contexts

Better questions

  • “Tell me about a time you had to work on something completely unfamiliar. How did you approach it?”
  • “What’s a perspective you hold at work that people often initially disagree with – and why do you keep holding it?”
  • “Where do you think this team is at risk of groupthink? What would you challenge first?”

Here, a great answer should make you slightly uncomfortable – in a good way.

3. Collaboration potential – will they make the team better together?

The last C is about how they operate in the system.

Google’s Project Aristotle and Amy Edmondson’s research on psychological safety show that the highest-performing teams aren’t the ones with the “best” individuals – they’re the ones where people feel safe to speak up, admit mistakes and challenge ideas. 

Collaboration potential is your read on whether this person will contribute to – or damage – that environment.

What to look for

  • Examples of constructive conflict and resolution
  • Evidence they give and receive feedback without spiralling
  • Signs they adapt their style to different people, not just expect others to adapt to them

Better questions

  • “Tell me about a time you worked with someone very different from you. What made it hard, and how did you make it work?”
  • “Describe a conflict in a team that turned out well. What did you do differently to help?”
  • “When a colleague points out a mistake you’ve made, what usually happens next?”

You’re looking for people who can disagree without contempt, and who treat collaboration as a skill, not an accident.

Why this matters for both employers and candidates

For employers

Teams built on shared values + diverse strengths + strong collaboration are better positioned to:

  • Generate more and better ideas
  • Adapt faster when markets or technology change
  • Avoid stagnation and groupthink
  • Attract and retain people who want to grow, not coast

Large-scale evidence now shows that diverse, inclusive top teams are more likely to outperform financially – not by a tiny margin, but by double-digit percentages. 

For candidates

A redefined culture fit means:

  • You’re not penalised for thinking differently, speaking with a different accent, or taking a non-linear career path
  • Your values matter more than whether you match an unwritten “type”
  • You’re more likely to land somewhere that uses your strengths, not just asks you to blend in

How to build real culture fit into your hiring process

This is where behavioural science and selection science really help.

1. Define your core values in observable behaviours

“Team player” and “good communicator” are meaningless without detail. Translate values into specific behaviours you can see in stories:

  • “Accountability” = owns mistakes early, closes the loop, doesn’t hide bad news
  • “Learning mindset” = seeks feedback, experiments, reflects, adjusts
  • “Transparency” = shares context, explains decisions, not just outcomes

Use these to design your interview questions and evaluation rubrics.

2. Use structured, value-based interviews (and stick to them)

Unstructured “vibe checks” feel insightful but are not very predictive of performance and are highly vulnerable to bias. 

Meta-analyses show that structured interviews – same core questions for all candidates, tied to job-relevant competencies and scored against clear criteria – have significantly higher validity for predicting job performance and tend to reduce adverse impact compared with many other methods. 

Practically:

  • Ask every candidate a consistent set of value and collaboration questions
  • Use scoring guides (e.g. 1–5) with behavioural anchors
  • Discuss scores before swapping impressions like “they just felt like a fit”

This doesn’t kill humanity in hiring; it just stops bias running the show.

3. Deliberately hire for “character additions”

In your shortlists, ask:

  • “What does this person add – in perspective, experience, thinking – that we don’t already have?”
  • “If we reject them, is it because they truly misaligned on values or couldn’t collaborate – or because they’d make us rethink how we work?”

Cox and Blake’s work on diversity and competitive advantage suggests that when you manage diversity well, you gain in creativity, problem-solving quality, market reach and flexibility. 

Make that “add” lens explicit in debriefs so it doesn’t get overridden by comfort.

4. Onboard for culture, not just tasks

Don’t assume people “pick up” culture. Use onboarding to:

  • Make values, rituals and decision norms explicit
  • Model psychological safety in early meetings (leaders admitting mistakes, inviting dissent)
  • Show how different strengths are used and celebrated in the team

That signals that culture fit = “this is how we work together”, not “this is how you should act to be liked.”

5. Measure culture health with data, not gut feel

Instead of “I just don’t think people like working here as much”, track:

  • Engagement and inclusion survey results (especially psychological safety items)
  • Retention and progression rates across different demographics
  • Who speaks, decides and gets credit in meetings and projects

This gives you a reality check: is your version of “culture fit” actually building a healthier, more effective team – or just keeping you comfortable?

Common misconceptions to retire

  • “We need people who ‘get us’.” Often translates to “people exactly like us,” which quietly shuts out diversity of thought and experience.
  • “They didn’t seem like a good fit.” Unless you can anchor that in specific behaviours against clear criteria, it might be code for “I don’t know how to work with someone who thinks differently.”

Final thought

“Culture fit” isn’t the problem. How we’ve been using it is.

When you define culture fit as shared values, complementary strengths, and real collaboration potential, you get teams that are more aligned and more diverse; more cohesive and more innovative.

Treat culture fit seriously. But treat it wisely:

  • Challenge “people like us” thinking
  • Design for culture add as well as culture fit
  • Use structure and evidence, not just instinct

That’s how you build organisations where different kinds of people can do their best work together – without diluting the culture you’re trying to protect.

How to assess candidates for hybrid and remote success – beyond “so do you like working from home?”

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Why hiring for hybrid success matters now

Hybrid work is no longer an experiment. It’s the default setting for a big slice of the workforce. Recent data from the Australian Bureau of Statistics shows that around 36% of employed Australians usually work from home in a typical week, and wider survey work suggests around 46% work from home at least some of the time. 

Globally, hybrid isn’t going away either. An analysis of more than 1 billion job ads in 20 OECD countries found that roles advertising remote or hybrid work more than quadrupled between 2019 and 2023, from about 2.5% to around 11% of postings. 

The catch? Not everyone is wired to thrive in this environment. 

Hybrid work amplifies what already matters for performance – self-management, clarity, and collaboration – and adds extra load on people’s brains and habits. Those demands usually don’t show up in a traditional, office-centric interview.

Many employers are still asking, “Have you worked remotely before?” It’s a start, but it’s a blunt instrument. Some people with no “remote experience” ramp quickly because they’re organised, proactive and clear communicators. Others who have worked from home can struggle without structure, feedback and cues.

Below is a more precise way to hire for hybrid success – grounded in what we know from psychology, behavioural economics, and the science of high-performing teams.

The Hybrid Performance Model: five capabilities to assess

1. Self-management (not supervision) drives performance

Hybrid work pushes more decision-making and prioritisation onto individuals. Behavioural science treats self-control and attention as limited resources – long stretches of unstructured decision-making lead to decision fatigue and poorer choices.

At the same time, meta-analytic research shows that traits like generalised self-efficacy and emotional stability are strong predictors of job performance, especially in ambiguous environments. 

You’re looking for people who can:

  • Set and reset priorities without constant direction
  • Break work into clear, actionable plans
  • Follow through without close monitoring
  • Notice when they’re stuck and self-correct or escalate

Interview prompts

  • “Talk me through how you plan and structure a typical workday when no one is looking over your shoulder.”
  • “Tell me about a time you kept a project moving when priorities changed and your manager wasn’t immediately available.”
  • “What do you do when your motivation drops but the deadline hasn’t moved?”

Listen for concrete habits (lists, routines, check-ins) rather than vague statements (“I just get it done”).

2. Communication clarity in a distracted, digital world

Hybrid teams can’t rely on corridor chats to fix ambiguity. At the same time, neuroscience and cognitive psychology are clear: interruptions and context switching damage working memory and accuracy – especially for knowledge work. 

High performers in hybrid environments reduce noise instead of adding to it. They:

  • Ask sharp, specific questions
  • Summarise decisions and next steps in writing
  • Check for understanding rather than assuming
  • Use the right channel (email, chat, doc, call) intentionally

Micro-exercise in the interview

Ask: “Explain a recent project you led or contributed to – in under two minutes. Assume I know nothing.”

You’re testing for:

  • Logical structure (beginning, middle, outcome)
  • Ability to separate signal from noise
  • Whether they naturally anchor on outcomes, not activities

Clarity here is a capability, not a personality trait. Quiet people can be razor-sharp communicators; extroverts can still be vague.

3. Output focus: measuring what matters, not who you can see

Hybrid work exposes organisations that value time at desk over value created. Research on job performance consistently shows that motivation and clear goals drive output at least as much as raw ability. 

Candidates who thrive in hybrid settings can:

  • Translate strategy into concrete deliverables
  • Define “what good looks like” before they start work
  • Track progress against those outcomes
  • Hold themselves accountable to results, not hours

Interview prompts

  • “Give me an example of a result you owned end-to-end. What was the metric or outcome, and how did you track progress?”
  • “Tell me about a time you realised you were busy but not moving the dial. What did you change?”

Press for evidence: dashboards, metrics, stakeholders, trade-offs. You’re looking for a bias towards outcomes, not just activity.

4. Collaboration habits that build psychological safety

In hybrid teams, collaboration doesn’t happen by accident. People who do well make it easy for others to work with them:

  • They send short, structured written updates
  • They schedule regular check-ins instead of ad-hoc interruptions
  • They jump on a quick call when Slack threads get messy
  • They loop in the right people early and close the loop when something is done

From a team science perspective, these are the behaviours that underpin psychological safety – the shared belief that it’s safe to ask questions, flag risks and admit mistakes. Decades of research, including Amy Edmondson’s work and Google’s Project Aristotle, show psychological safety is a core driver of team learning and performance, not a “nice to have”.

Newer studies specific to hybrid and remote workers also find that inclusive leadership and psychological safety drive employee voice and innovative behaviour – the exact things you need when people aren’t in the same room.

What to probe

  • “Tell me about a time you had to deliver something that depended on another team. How did you keep everyone aligned?”
  • “Describe a moment when you spotted a risk or mistake in a hybrid or remote setting. How did you raise it?”

Look for patterns like: sharing context, inviting input, documenting agreements, and following through.

5. Adaptability and learning in shifting conditions

Hybrid environments change quickly – tech stacks, team rituals, office days, leadership expectations. Organisational psychology and personality research show that traits like emotional stability and openness to experience are linked to better performance in changing, uncertain environments. 

You want people who:

  • Stay effective when routines change
  • Learn new tools and workflows without drama
  • Seek feedback and adjust how they work with others
  • Can hold boundaries (so they don’t burn out) while still being flexible

Interview prompts

  • “Tell me about a time your team changed how it worked together (for example, new hybrid pattern, new tool, or new leader). What did you do personally to make that shift work?”
  • “Describe a situation where expectations were unclear. How did you move forward without over-working or burning out?”

Practical assessment ideas (beyond “So, do you like working from home?”)

You don’t need a huge assessment centre. Small, well-designed tasks reveal a lot about hybrid readiness.

1. Realistic written work sample

Ask candidates to write a short project update or status email on a fictional (or real) scenario. Assess for:

  • Structure (headlines, bullets, clear next steps)
  • Signal-to-noise ratio
  • Ability to flag risks and decisions clearly

This taps into both communication clarity and output focus in a way that mirrors the actual job.

2. Hybrid problem scenario

Present a scenario like: “You’re midway through a project with people in three locations. Two stakeholders miss a key meeting; a decision is made without them; Slack is blowing up and no one is sure what’s been agreed. What do you do in the next 24 hours?”

Observe how they:

  • Seek clarification
  • Choose channels
  • Reset expectations
  • Document the way forward

You’re testing judgement under ambiguity – which we know is where decision fatigue and poor choices can creep in if people don’t have good habits. 

3. Peer interview

Let the candidate meet someone they’d actually collaborate with. Ask the peer to focus on:

  • How easy the candidate made it to have a conversation
  • Whether they asked thoughtful questions about ways of working
  • Signs they’d contribute to – not drain – psychological safety

Peer input matters more in hybrid teams, where day-to-day collaboration and trust are the real leverage points.

4. Short, shared working session (where practical)

For senior or critical collaborative roles, a 45–60 minute working session (e.g. co-designing a plan, reviewing a piece of work together) can surface:

  • How they think out loud
  • Whether they invite dissent and ideas
  • How they balance getting to an outcome with staying open

You’re effectively running a micro-experiment in how they’d show up in your hybrid team meetings.

Takeaways for hiring now

  • Hybrid readiness isn’t a personality type. It’s a combination of self-management, clarity, output focus, collaboration habits and adaptability.
  • These capabilities line up with what decades of research tell us about high-performing teams: psychological safety, clear goals, autonomy with support, and good decision hygiene. 
  • You can reliably assess hybrid capability using real examples, simple scenarios and small work samples, instead of relying on “vibes” or whether someone has done remote work before.
  • A structured approach to hybrid hiring doesn’t just reduce dropout and ghosting. It gives you people who can perform, communicate and collaborate – wherever they are sitting this week.

The January Ghosting Spike: Why Great Candidates Disappear And How To Keep Them Engaged

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Why January triggers more ghosting than any other month

Every year the same pattern repeats itself.

As soon as people return from a break, the job market explodes. Candidates hit reset, update their CV, look around and apply widely. Job search data shows that searches for jobs and careers jump sharply in the first two weeks of January. Applications jump. Curiosity spikes. But commitment does not.

It’s the moment candidates cast a wide net.

They want to explore possibilities, not make immediate decisions. They are comparing roles and evaluating their options. Psychologists call this the “fresh start effect”. Studies show that temporal landmarks like the start of a new year prompt people to mentally separate “old me” from “new me”, which increases motivation to pursue aspirational goals such as changing job, starting a course or getting fit. January is a natural “reset point” – people feel a sense of psychological clean slate and renewed optimism. It is a powerful driver of exploration behaviour. People use January to ask, “What else could I be doing?”

At the same time, candidates are suddenly faced with a flood of options. Behavioural economist Barry Schwartz talks about the paradox of choice – how too many choices can create decision fatigue and hesitation. In January we see this play out as people browsing widely, starting multiple conversations, and then quietly stepping back when the cognitive load of choosing becomes too high or when a process feels slow or confusing. People go quiet not because they are careless, but because January amplifies indecision, comparison and perceived opportunity.

The good news is that most of this is preventable. With a few small adjustments to your process, communication habits and expectations, you can dramatically reduce the January ghosting curve.

The Five Causes of the January Drop-Off

1. The “new year, new options” mindset

January is peak exploration season. According to SEEK, job searches jump by around 30% in early January, and applications across many sectors surge immediately after the break (SEEK Employment Trends, 2023). This creates a crowded decision space and short attention spans.

What this means: Candidates are curious – but not always committed.

2. Slow or unclear timelines – that feel even slower because it’s January

If you tell candidates “We’ll get back to you soon”, they assume “weeks”. But in January, weeks feel like a lifetime. By the time you contact them again, they may already be in two other processes.

What this means: Silence feels like rejection.

3. Overly long or repetitive interview processes

Candidates quickly lose enthusiasm when they cannot tell whether they are progressing. Too many stages or unclear logic between interviews sends a strong signal about internal red tape.

What this means: Candidates choose faster-moving teams over perfect roles.

4. Roles that feel generic or poorly positioned

January candidates are looking for roles that feel meaningful. If your job ad reads like every other ad, or the “why this role matters” is unclear, they won’t stay engaged.

What this means: The role doesn’t compete well in a noisy market.

5. Poor communication habits

A lack of updates, even for a few days, creates uncertainty. In a hot market, uncertainty turns into disengagement very quickly.

What this means: Candidates prioritise roles with more clarity.

How to reduce ghosting and keep great candidates engaged

1. Speed up the first touch

Respond within 48 hours of an application or referral. Early momentum prevents candidates from drifting to other opportunities.

Try saying: “We’re moving quickly on this role. Here’s what the next week looks like.”

2. Set expectations from day one

Spell out the full process clearly. Tell them:

  • how many stages
  • who they will meet
  • when decisions are made
  • how long each stage will take

Clarity builds trust.

3. Personalise your communication

A short, human, specific update beats a polished corporate email. Candidates respond better when they feel like people, not tasks.

4. Shorten the process where possible

Aim for:

  • one structured interview
  • one panel or capability-based discussion
  • final checks

Two to three meaningful stages outperform five shallow ones.

5. Keep the role compelling

Amplify why the role matters. What problems will they solve? Why is this role important now? What impact will they have in the first 90 days? January candidates respond to purpose and momentum, not just duties.

6. Use small engagement touchpoints

Short updates keep candidates warm without overcommitting you. Examples:

  • “Just finished panel alignment, will update you tomorrow.”
  • “Checking availability for next steps.”
  • “Team loved your example about X. I’ll update you once we finalise timings.”

Tiny signals, big retention impact.

The December Slowdown Myth: Why Smart Teams Hire Now, Not Later

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Every year, the same pattern plays out. Many organisations wind down their hiring as Christmas approaches, while a smaller group leans in. The second group consistently wins.

They get better access to talent, faster turnaround times, and noticeably stronger hiring outcomes. At Approach, we see this cycle play out across hundreds of recruitment processes in every corner of the Canberra market.

December is not a quiet period. It is an advantageous period. Here’s how to make the most of it.

1. More candidates are quietly open to change

December brings reflection. People reassess their workload, leadership, culture and growth, and many decide they want something different for the year ahead. Candidates don’t always apply for roles publicly, but they are more willing to have conversations, explore options and move when the right opportunity comes along. We see a noticeable increase in passive candidates taking recruiter calls during December compared to any other month.

Tip: Move quickly on strong talent. If someone is open now, they are likely weighing up a January move.

2. There is less competition for top talent

Most organisations hit pause until the new year, and the result is simple. Fewer job ads. Fewer processes. Fewer offers.

This creates a rare window where top candidates are not juggling multiple opportunities at once. They have more space to engage properly. Your message is more visible.

Tip: Treat December as a visibility advantage. Even one smart role launched now can attract candidates you would normally miss.

3. January bottlenecks slow everything to a crawl

The idea that hiring “starts again” in January is partly true, but it comes with a heavy cost. January is the most competitive month of the year. Job ads triple. Shortlists take longer. Candidates get pulled in multiple directions. Every step is slower because everyone else is trying to start at the same time.

Tip: Do the foundational work before Christmas. Even a half-completed process means you are ahead of the January surge.

4. Candidates value certainty during the holidays

While some candidates go on leave, most are still contactable and open to updates. What they value more than anything is clarity. Even small moments of communication over the break show progress and build trust. It reduces the risk of losing talent to faster-moving teams in January.

Tip: Set a simple holiday engagement plan. Even two short touchpoints can hold momentum until mid-January.

5. A head start in December becomes a head start for the year

Teams that hire in December don’t just fill roles sooner – they walk into the new year with capability in place, onboarding planned, and projects moving. That creates a compounding and competitive advantage. It is one of the most consistent patterns we see across our recruitment cycles.

Tip: Think of December hiring as a January investment. Every action now saves you time later.

How to get started this week

You don’t need a full hiring push – you just need a structured, low-friction approach.

  • Review your priority roles for Q1 and identify one or two that would benefit from a head start.
  • Align your interview availability before staff leave.
  • Ask your recruiter for a shortlist you can begin reviewing this week.
  • Set clear expectations with candidates about holiday timing.
  • Schedule your first January interview now so momentum is guaranteed.

December works when you keep it simple and intentional.

Final thought

Most teams wait until January to begin the year. The most successful teams begin in December. The difference isn’t huge effort – it’s timing and intention. If you want a more competitive year ahead, December is your moment to move.

If you would like support, a December shortlist, or a quick Q1 hiring plan, the Approach team can help you get ahead before the break.

Attracting Passive Candidates in the Australian Public Service: Your Guide to Finding Hidden Talent

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Appealing to passive candidates is crucial for the Public Service because the people with the deepest subject expertise, strongest policy experience, and most relevant institutional knowledge are often already in secure roles and not actively job-hunting. Relying only on active applicants limits the talent pool and can produce weaker shortlists, especially in a competitive Canberra market.

But the highly structured, merit-based system of APS recruiting can be tough – it must always be transparent, fair, and defensible at every step. Good recruitment practices will always consider both talent pools – the ones who are looking, and the ones who aren’t.

Attracting those passive candidates takes more than a job ad – because they’re not looking at those. Let’s look at 5 tips to help hiring managers in the APS attract these hidden gems.

1. Develop a Strong Employer Brand

If you’ve ever been responsible for hiring anyone, you know how important employer brand is. It’s the thing that makes a candidate pick up the phone with excitement – or skip over your job at altogether. It’s what makes someone smile or wince when they hear the Department name. And people are out there building it for you – whether you like it or not.

Your job is to proactively create a clear and attractive employer identity that embodies the values and mission of the Australian Public Service. Use your website, social media platforms, and employee
testimonials to highlight why working with you is a fantastic choice. Show off what makes
your department or agency a great place to work – so you’re always in the back of someone’s mind.

2. Cultivate an Engaging Online Presence

Don’t let outdated websites and social media profiles lose you passive candidates. Share success stories, thought leadership articles, and community engagement activities to showcase the positive aspects of working in the APS. An appealing online presence will capture the attention of passive candidates and leave a lasting impression. Work closely with your social media manager to make sure the online presence of the Department is always working in your favour.

3. Tap into Professional Networking Platforms

Passive candidates are more likely to respond to engagement on professional networking sites like LinkedIn rather than traditional job boards. Make the most of these platforms by actively engaging with industry professionals, joining relevant discussions, and showcasing the benefits of a career in the APS. The work you put in “off-season” – when you’re not hiring – will pay off when you are…especially when it comes to attracting excellent candidates who aren’t even looking.

4. Leverage Employee Referrals

Passive candidates often consider opportunities recommended by people they trust. Your existing employees can be a powerful resource for recruitment. Implement an employee referral program that rewards staff for referring potential candidates. Referrals often lead to high-quality hires who are more likely to fit well within the APS culture.

5. Engage with Passive Candidates Strategically

When reaching out to passive candidates, it’s crucial to take a personalised approach. Understand their professional goals and motivations by conducting thorough research. Craft tailored messages that highlight how the APS can offer unique growth opportunities, challenging projects, or a better work-life balance. This personalised touch can make all the difference in sparking their interest.

Final thoughts

When the APS engages passive candidates, it widens access to high-calibre talent, strengthens diversity of thought, and reduces the risk of settling for “available” rather than “ideal.” It also helps agencies move faster when roles open, because relationships and interest have already been built long before a vacancy is advertised.