What I’ve Learned: 3 Traits That Predict New Hire Success
Hiring isn’t easy. It’s not supposed to be.
If I had a dollar for every time someone talked to me about how challenging it is to hire well, I would be a very, very rich person.
The truth is that hiring well is difficult, and there is not a magic pill that makes it easy. (We do have an “Easy” button here in the office, but I can’t seem to make it work for this purpose!)
I’ve interviewed thousands of candidates over the years and worked with countless companies to find the right talent that will make a long-term difference with the organization. These are the core elements that I personally interview for.
The Baseline: Technical Capacity to Do the Job
This may sound simple, but the very first step is identifying if they have the technical skillset that matches with what the role is. If the role is a Civil Engineering Manager, have they worked on the right projects that translate well into the business you’re hiring for? If it’s an Accounting role for a company that utilizes project costing, do they have exposure to this?
I usually advise clients to aim for candidates with a technical skillset of around 70-80%. Rarely will you find someone with a perfect 100% match in technical skillset. An example might be if the company is on SAP but the candidate only has experience in Oracle. Usually, those ERPs are similar enough for the candidate to transition and learn the new ERP system.
But after the baseline technical capacity to do the job, here’s what I’m looking for . . .
Character:
Are they a person of honor and integrity? Do they take personal responsibility for what they say they will or won’t do? Do they treat others with respect? All of these are non-negotiables when I’m interviewing a candidate.
How to Identify:
This is arguably the most important trait to get right, so I spend a lot of time in the interview process working to identify character. I listen closely when candidates describe former colleagues, managers, or jobs. Do they take ownership, or do they deflect blame? Do they speak with humility, or with bitterness or arrogance?
I’ll often ask questions like, “Tell me about a time you disagreed with a manager — how did you handle it?” or “What are three areas of weakness that your colleagues or spouse would identify?” The answers aren’t just about content, because we all have disagreements and weaknesses. I’m looking for tone, attitude, and whether someone shows self-awareness and respect, even in tough situations.
Hunger and Drive:
Here’s what I have learned the hard way: You cannot teach someone to care, or to be curious. Do they have the internal engine that goes the extra mile to google something or look up a YouTube video if they don’t know what it means? Will they wait to be told what to do or be proactive with the next step? Will they stay engaged when the task isn’t glamorous?
Hunger shows up in the small moments: do they follow up after the interview? Do they own their own development and come to the table with ideas and suggestions for how we can all get better?
How to Identify:
Hunger tends to surface when you ask someone about how they’ve learned or grown in past roles. I’ll ask things like, “Can you tell me about a time you taught yourself something on the job?” or “What’s something you initiated that wasn’t part of your original role?” or “How have you handled rejection in previous roles?”
I’m looking for resilience and action, not just ideas. Do they light up when they talk about solving problems? Do they go beyond what was expected? If someone requires constant structure or external motivation, they will struggle in fast-paced or rapidly evolving environments. But if they’re wired for growth, you’ll sense it —it’s almost like an intangible third presence in the room.
The best hires care about winning — not at the cost of their integrity or at someone else’s expense — but knowing they have given it all they’ve got.
Intelligence.
Our world is so rapidly changing that a baseline of intelligence is crucial for adapting to the changing demands. By intelligence, I’m referring to both emotional intelligence and also cognitive or analytical intelligence.
Emotional Intelligence helps someone navigate people, read the room, and communicate effectively.
Cognitive Intelligence helps someone learn fast, solve problems, and think strategically.
To be sure, different jobs will require different levels of cognitive intelligence or brain power (I could never be a brain surgeon). Other roles will lean more heavily on emotional intelligence and the ability to “read the room.” However, we set ourselves up for hiring failure if we don’t establish what the job requires and then ensure the candidates bring the requisite skills to the table.
How to Identify:
Are they sharp? Can they connect dots quickly, think critically, and also adapt their communication based on who’s in the room?
I’m paying attention to how quickly they process new information and how well they adapt their communication. Do they answer questions thoughtfully and clearly, or do they ramble and miss the point? Can they connect the dots between different parts of their experience, or do they stick to a script?
I also watch how they respond to social cues: Did they pick up on the tone of the conversation? Do they know when to lead and when to listen? No one will have all the answers, but our job is to uncover how someone thinks, communicates, and navigates complexity.
No candidate or employee is perfect. (And neither are you, and neither am I). We must have grace for the very human failures that we all have and bring to the table. But prioritizing these three traits will predict the success or the failure of your new hire more than anything else.