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During selection, organizations often assess applicants’ knowledge, skills, abilities and other requirements (KSAOs) to determine the best applicant for the job. In most cases, the assessment is intended to discriminate between candidates who will likely be poor-performing and high-performing employees. Although performance is arguably the most important criterion for selection, predicting the retention of employees may be a close second. One recent approach adopted by some organizations to predict turnover has been the assessment of cultural fit or value congruence between applicants and their prospective employer. This is done by measuring cultural fit objectively, or through the matching of an organization’s endorsed values and the applicant’s favored values. Assessing cultural fit objectively offers a more accurate measure of fit between an applicant and the organization because each entity rates its own value preferences. These value preferences are then compared to see how well an applicant would ‘fit’ within the organization. In this paper, we further explore what cultural fit is, why it is important for selection and the limitations of using such a cultural fit assessment.