There's a rule of thumb in that world: "Good hang, good music, good money: don't take the gig if you don't have at least two out of three." If the money isn't good, at least the people and the music are. If the music sucks, at least you can spend your money with people you like. If the people suck, at least you can justify sticking around because it's worth it as a musician and you're well compensated.
Working for a startup or small company is very similar to being in a band, in my experience. And in the beginning, the money isn't great, and so if you're going to be happy there you make double extra sure that the technology (music) and the culture (the hang) work for everyone.
I get what this guy is saying: don't handicap your ability as a team to grow and innovate just because a potential hire doesn't care about the kegerator, or cannot, out of nature or obligation keep the same crazy hours as other members of the team. But when the going gets rough, there's nothing like having a sense of mutual respect and understanding among team members. You do want your team to develop a sense of camaraderie. Likewise, you do want your new hires to be able to fit in and communicate in productive ways. You want your team members to care about one another.
I have been in on hiring people where 'culture fit' has been a topic. On at least three occasions I can think of people hired for a team where yellow flags raised during the interview under the rubric of culture fit actually did become problem later on: failures in ability to argue or communicate honestly or effectively; superiority complexes glimpsed during an interview turned into unneeded friction later on, etc.
On the other hand, there have been hires where the 'culture fit' issue was raised before the hiring which turned out to be unfounded.
I think the key is to truly understand yourself and your own group dynamics before adding more people to the soup.