Why Hiring For Character Matters More Than Credentials Right Now - Forbes Editors Pick
Credentials tell you what they have done. Conversation tells you who they are. (GETTY IMAGES)
By Nicholas Wyman.
Whether you’re hiring or hoping to be hired, one principle has shaped my career: Character matters more than credentials. In a world of quick hires and automated screening, judgment still counts.
Over the years, I’ve worked with everything from informal cafe-style interviews to more structured systems like Targeted Selection. What matters most is whether the process reveals the person behind the résumé. A résumé tells you what someone’s done, but a conversation tells you who they are.
Good hiring is more art than science. It comes down to knowing what makes a candidate tick, not just what boxes they check.
Culture Fit And Character Start At “Hello”
Where and how you run interviews makes a difference. Some prefer the formality of an office setting, but I’ve found a relaxed atmosphere leads to more informative exchanges. It’s about seeing how the candidate may mesh with the existing team and the culture you’ve nurtured rather than just slotting a skillset into an open position.I prefer two chairs and a small table, nothing that puts a barrier between people. The goal is to peel back the layers and see how someone fits, not just for the role, but on the team and culture you’ve worked hard to build.
Reference checks have their place, but with entry-level candidates, they rarely tell you much. Most come from a family friend ready to give a glowing review. Instead, I look for patterns of commitment and attendance. Have they consistently shown up for a team sport, a community group, or a volunteer role? That tells you more than any résumé ever will.
You Have To Be Convinced Before Hiring
Never pick the best of a bad bunch. I’ve seen it happen more than once, especially when recruiters are under pressure. They make the easy choice, cross their fingers, and hope the person sticks. That’s not hiring. That’s gambling. If you’ve got doubts, trust your instincts. Ask sharper questions. Give them a task and see if they follow through. I recently interviewed three strong candidates, and each one followed up differently. One sent me a link related to something we’d discussed. Another followed up more formally. What mattered wasn’t the style. It was the fact they followed up at all.
That kind of initiative shows interest and engagement. With younger workers, especially if you’re concerned about reliability or follow-through, test it. Ask them to think about the role and message you — by text or email — between 9 and 12 the next day. If you hear from them at 9:01, that’s someone switched on and likely to show up when it counts.
CEO Trent Innes has his approach to reading character traits in an interview. He invites candidates into the office kitchen instead of a formal meeting room, makes them tea or coffee, and holds a casual conversation. But he’s really watching what happens at the end: Does the person return their cup? Only around 10 percent do, and that’s a key indicator to him.
You’ve probably heard the phrase “slow to hire, quick to fire” before. I understand the thinking, but I don’t believe it’s the best strategy. I believe in hiring cautiously, carefully assessing a candidate’s technical skills and personal traits, to avoid needing to unwind the hire later. A bad hire will cost you time, money and, often, the trust of your team.
When evaluating candidates, I focus on their adaptability, resilience and interest in continuous education and learning. These traits reflect the potential to adapt and grow within our organization. Those who thrive are the ones who rebound from challenges and actively look for ways to improve. I look out for concrete examples during our conversation where a candidate describes overcoming a past challenge.
During a week when tariffs are back in the headlines and market volatility is rattling business confidence, resilience and adaptability aren’t just hiring preferences. They’re strategic assets. As noted in a recent Forbes piece on how new tariffs are affecting how companies think about everything from supply chains to headcount. That’s why hiring people who can adapt when the ground shifts under them is critical.
In Humans We Must Ultimately Trust
I’m no fan of applicant tracking systems. They’re the frozen microwave TV dinners of the hiring world: Quick and convenient, but that’s about it. Often a black box to the companies that utilize them, these systems can overlook critical candidate qualities because of their narrow programming focus. The risk? You’re likely to miss out on exceptional talent because they don’t fit an algorithm.
Here’s the irony: The internet is swamped with more tips on using AI to trick ATS than actual information about these systems themselves. Seems counterproductive, right? If you lose one great candidate, it’s not just a missed opportunity. It’s a costly mistake.
Instead, I’ve found that real conversations about authentic experiences are far more revealing than stock interview questions. You’ve probably sat in that candidate chair, wanting to say more, but felt limited by the questions that didn’t give you the chance.
Strive for authentic conversations about real life experiences. These kinds of genuine conversations will build better connections than any checklist ever will. They put candidates at ease and may uncover some untapped potential.
To build something lasting, hire people who are honest, reliable and grounded in integrity, people with the emotional intelligence and judgment to handle what the job and life throw at them. Technology may make hiring faster, but lasting hires come from character, not convenience.
My new book, Attract, Retain, And Develop, explores workforce readiness, hiring practices, and character-based recruitment. It will be released on April 15.