Back to all Insights
Hiring for alignment: 5 tips to infuse values into the hiring process
By
Ann Melinger
The most successful companies know that building high-performing teams isn’t just about hiring for technical expertise – it’s about hiring for alignment. Technical skills may get someone in the door, but values determine whether they accelerate your strategy or stall it. Especially in fast-moving or highly regulated environments, behavioral alignment can be the difference between a team that performs and one that fractures under pressure.
For example, if your company thrives on rapid decision-making and continuous iteration, hiring someone who needs extensive research before acting will create friction. If your team succeeds through methodical planning and risk mitigation, bringing in someone who “moves fast and breaks things” will disrupt your rhythm.
These aren’t character flaws – they’re simply different approaches that work better in different environments. The key is understanding what behavioral patterns actually fuel your company’s success and, hiring for those patterns instead of generic ideals like “collaboration” or “teamwork.”
When you do, you make culture your competitive edge.
To expand on this, we partnered with EPM Scientific on this blog, a leading talent solutions provider in the life sciences sector. Their team specializes in connecting companies with candidates who align not just on skills, but on values and purpose – making them an ideal contributor to this conversation. Throughout this post, you’ll see perspectives from EPM Scientific on how to elevate the hiring process from both the employer and candidate side.
The difference between aspirational and core values
Aspirational values sound impressive: “We value collaboration, innovation and excellence.” But what does your company actually reward? Do you promote the person who shares credit or the one who takes it? Do you celebrate the team that launches fast or the one that builds it right? Do you invest in the employee who asks hard questions or the one who always says yes?
Your real core values are revealed in these moments – not in your handbook.
Before you can hire for values alignment, you need to identify what those values are in practice:
- Look at your last five promotions. What behaviors did those people consistently demonstrate? Why were they chosen over their peers?
- Examine your performance reviews. What behaviors get people praised – or penalized? What “soft skills” actually correlate with success ratings?
- Study your departures. Why did your best people really leave? What about your worst performers made them a poor fit?
This kind of audit might be uncomfortable. You may discover that you actually reward individual achievement over teamwork, or speed over quality. But hiring for your real values is infinitely more effective than hiring for your fake ones.
Start with clarity: Define your values in action
Before you can assess candidates for values alignment, you need to be crystal clear about what those values actually look like in practice. “Innovation” sounds great, but what does an innovative employee actually do? How do they behave when faced with a tight deadline or the risk of a failed project?
Work with your leadership team to create specific, observable behaviors that align with each of your core values.
If one of your values is “Customer-First Thinking” for example:
- Looks like: Asking how decisions impact customer outcomes, advocating for quality over shortcuts, staying current with customer needs research
- Sounds like: “How will this affect our customers?” or “Let’s make sure we’re solving the right problem”
- Doesn’t look like: Focusing solely on timelines without considering customer impact, dismissing quality concerns or treating compliance as a checkbox
The experts at EPM Scientific agree. “A values-based approach to interviewing, hiring and onboarding not only strengthen your employer brand, it also improves long-term alignment and performance,” says Amanda Pine, Senior Vice President at EPM Scientific.
“That’s why we encourage our clients to ask themselves, ‘How am I making this company a highly sought-after place to work? What kinds of experiences are we creating for candidates – from first contact to final decision – regardless of whether they join us?”
5 ways to infuse values into your interview process
The tips below are about ensuring your survey is designed for clarity, which protects the integrity of your survey data and, by extension, the effectiveness of your actions to address employee feedback.
1. Ask values-based interview questions
Traditional interview questions often focus on skills and experience. Values-based questions dig deeper into motivations, decision-making processes and natural instincts – the real drivers of behavior.
❌ Instead of: “Tell me about a time you solved a problem.”
✅ Try: “Tell me about a time you had to choose between hitting a deadline and maintaining quality standards. How did you decide?”
❌ Instead of: “What’s your greatest weakness?”
✅ Try: “Describe a situation where you had to adapt your communication style to work with someone very different from you. What did you learn?”
The goal is to uncover how candidates naturally think and respond under pressure – not simply what they’ve done.
On the candidate side, EPM Scientific encourages asking better, values-aligned questions during interviews – and recommends hiring managers be prepared to answer them meaningfully. Here are two examples they offer:
❌ Instead of asking: “What is the culture like at your company?”
✅ Try: “You’ve been with the company for several years – what is it that keeps you here?”
This approach is more personal and flattering. It invites a genuine response and gives insight into the company’s culture from someone with lived experience.
❌ Instead of asking: “Do you take employees’ ideas onboard and implement them?”
✅ Try: “Can you share a recent example where an employee introduced a new idea that was implemented? What was it, and how did it improve processes?”
This reframing helps candidates understand how receptive the company is to innovation and employee-driven change. These questions help invite authentic answers and give candidates insight into how values show up in day-to-day decision-making.
Now that you know what questions the culture-savvy candidate may be asking, keep a bank of anecdotes on hand so you can answer with a confidence that will reassure your candidate that he/she is making the right choice.
2. Involve multiple team members
Hiring for values alignment shouldn’t fall solely to HR. Involve team members, managers and cross-functional peers – each can assess different aspects of behavior that matter to your culture.
Just be mindful of candidate experience. Assign specific values to different interviewers and streamline wherever possible to streamline the process and keep momentum in the hiring process.
3. Check references with values in mind
When you call references, ask about the candidate’s values alignment, not just their performance. Questions like “How did Sarah handle situations where she had to balance competing priorities?” “How did she respond to feedback under pressure?” and “What kind of work environment helped her thrive?” can reveal a lot about their decision-making process.
These questions give you insight into how the candidate might operate in your world – not just how they performed in someone else’s.
One insightful reference check question EPM Scientific often hears from life sciences leaders is, “How should I manage this candidate?”
Says EPM Scientific’s Amanda Pine, “It’s a subtle but effective shift – offering a more practical, behavior-focused perspective that reveals how a candidate responds to different management styles and what conditions set them up for success.”
4. Standardize your process and train interviewees
Create consistent evaluation criteria so all interviewers are assessing the same values-based criteria. This reduces bias and makes it easier to compare candidates fairly.
Not everyone naturally knows how to assess for values fit. Provide training on your company values, behavioral interviewing techniques and unconscious bias recognition.
As a talent partner to leading life science businesses, EPM Scientific has seen firsthand how misalignment – especially around responsibilities, values, and expectations – can derail both the hiring process and the candidate experience.
One solution they recommend is creating a scorecard system tailored to each department. Their suggested framework evaluates candidates across four key dimensions:
- Culture
- Values
- Responsibilities
- Role alignment
“This structure helps teams bring consistency to interviews while allowing each stakeholder to focus on the areas they know best – leading to clearer feedback and stronger decisions,” says EPM’s Pine.
5. Make onboarding an extension of your values-based approach
Your work doesn’t end when the candidate accepts the offer. Onboarding is your first real opportunity to show employees what your values look like in action.
Create onboarding experiences that:
- Connect individual roles to the company mission through real stories and examples
- Introduce values champions from different departments who can act as “culture guides”
- Provide early opportunities for new hires to demonstrate values-based behavior
- Set clear expectations about how values will be part of ongoing performance conversations
Another moment to consider: the resignation period. EPM Scientific notes that the time between offer acceptance and day one is a vulnerable window for candidate disengagement, especially if the new employer goes silent.
Their advice? Stay present. Check in regularly, share updates, and keep the excitement high. Some companies even invite new hires to informal events or virtual coffee chats with future teammates.
It’s a simple way to reinforce your values, signal continued investment, and reduce the risk of losing great talent to a competing offer.
Optimize for your culture
High-performing companies don’t hire for “culture fit.” They hire for alignment with what actually fuels success in their organization. They know the difference between what sounds good in a job description and what works in practice. They understand that every hiring decision is a signal to your team: this is what matters here.
When values show up in the hiring process, you create alignment from day one. New hires arrive with a clearer understanding of expectations. Managers gain confidence that their teams are equipped to navigate challenges the way your organization intends.
And over time, values become more than statements on a website – they become decision-making filters that guide how work gets done.
Need to refresh your company values?
Let’s do it together.
Related Insights