I’ve interviewed more candidates than I can remember. Some were fresh grads. Some had degrees from top universities. Some nailed the interview but flopped in the role. And a few – just a few – changed the company forever.
If you’ve been hiring long enough, you realize that CVs lie, interviews are performances, and job titles don’t mean much. What matters is something harder to measure, but far more powerful.
So here’s what I’ve learned about hiring the right candidate, after 15+ years building teams – first in banking, now as CEO of Jibble, one of the fastest-growing time tracking software companies.
1. I don’t hire for skills – I hire for attitude
Yes, I’ve made the mistake. I’ve hired the candidate with the perfect CV, polished answers, years of experience… and it didn’t work out. Not because they lacked skills. But because they didn’t have the right attitude.
Most jobs – honestly – are pretty straightforward. You don’t need a degree to do them. You need someone who gives a damn.
I’d take someone hungry to learn over someone “qualified” any day. Skills can be taught. Attitude can’t.
2. I ask every candidate a tough question – and then argue with them
There’s one question I ask in almost every interview: “Do you support the death penalty?”
Not because I care about the answer. I care about how they defend it.
Whatever they say, I argue the opposite. I push them. I challenge them. Not aggressively – but firmly. It tells me everything I need to know about how they think.
I’m not testing morality – I’m testing how they react under pressure, how they think on their feet, how they handle disagreement. You learn more in five minutes of intellectual tension than in fifty minutes of CV talk.
You don’t have to ask my question. But you should ask a question that challenges them deeply – and see what happens when things get uncomfortable.
3. We promote from within – even across departments
Back when I worked at Morgan Stanley, I noticed something. Most senior managers weren’t hired externally. They were promoted from within – even into roles they’d never done before.
That stayed with me. Today at Jibble, we do the same.
Our best hires? They were juniors who joined with the right attitude, absorbed the culture, and grew fast.
We’ve had people move from sales to head of content. From customer support to operations lead. Not because they ticked all the boxes – but because they built the boxes themselves.
They already understood the company, the product, the people – and that made all the difference.
4. Experience can get in the way
When we’ve hired external senior managers in the past, it’s often backfired.
Why?
They struggled to understand the team.
They misread the culture.
They didn’t get the product.
When you promote from within, your best people don’t leave looking for the next challenge – they find it here.
And if you’re thinking, “But what if they don’t have the experience?” – I’d say: that’s the point. Let them grow into it. Just make sure they have the attitude and potential to rise to the challenge.
5. A lot of CVs are fake now. Literally.
Here’s something our head recruiter told me recently that blew my mind: CVs are getting harder to trust.
Fake names. Fake countries. Fake photos. Even AI-generated profiles.
It’s not just a matter of filtering anymore. Hiring is turning into detective work.
And once a recruiter finds a great candidate, they have to sell them internally – to hiring managers who sometimes change their minds mid-process.
We only get so many chances to get it right. That’s why we have to choose carefully how we “spend our credit” as recruiters and hiring leaders.
6. The best candidates aren’t always obvious
Our top-performing team members rarely looked impressive on paper.
They were often recent grads. Sometimes they didn’t have relevant experience. But they wanted to win, they wanted to improve, and they did the work. Every single time.
That’s who I want on my team. Not the loudest. Not the most polished. But the ones who keep showing up and getting better.
They asked questions, took feedback, and were open to change. That’s how people grow into impact-makers.
7. One final thought: good hiring is about potential, not perfection
If you’re looking for the perfect candidate – stop. They don’t exist.
Instead, look for:
- Someone who learns fast
- Someone who asks smart questions
- Someone who’s humble enough to admit what they don’t know
- Someone who’s ready to prove themselves
And once you find them, don’t waste time trying to compare them to some hypothetical “ideal” candidate. Give them the shot.
Because that’s how careers – and companies – are built.
FAQs
Some frequently asked questions…
What is the golden rule of hiring?
The golden rule of hiring is this: trust, but verify. Never hesitate to question a candidate about the details on their CV, especially if something doesn’t quite add up. If their answers feel inconsistent or vague, dig deeper before moving forward. And always follow up with references, even after the person has been hired. A great interview doesn’t guarantee a great hire – due diligence still matters.
What are red flags when hiring someone?
Some of the biggest red flags during hiring are surprisingly easy to spot – if you’re paying attention. Watch out for dishonesty, even in small details. A candidate who can’t explain their experience clearly or avoids direct questions may be hiding something. Other warning signs include lack of preparation, poor communication, unprofessional behavior, and speaking negatively about former employers. These cues often point to deeper issues with reliability, adaptability, or teamwork – traits that no résumé can fix.
Do employers interview the best candidate first?
Often, yes – especially in a competitive market. Employers know that top talent doesn’t stay available for long, so they usually move quickly to interview the most promising candidates early in the process. That said, the “best” candidate on paper isn’t always the right candidate overall. That’s why it’s essential to go beyond CVs and dig into mindset, attitude, and potential during interviews.
How many candidates does a hiring manager interview?
Hiring managers typically interview at least three qualified candidates for each role. This allows for a meaningful comparison of strengths, communication styles, and cultural fit. However, the ideal number can vary depending on the role’s complexity, the urgency of the hire, and the quality of applicants.
What are the hiring best practices?
Effective hiring starts with understanding your team and culture. Define what makes your company unique, and be clear about what you offer in return. Write detailed job descriptions that reflect the real needs of the role, and involve your team in the hiring process – they often spot things you might miss. Finally, make sure you have a smooth onboarding process in place so new hires can hit the ground running.
How can time tracking tools support hiring decisions and team management?
A reliable time tracking software allows managers to monitor productivity from day one, giving them real-time insights into how new hires are performing. This visibility helps recruiters validate their choices and enables managers to identify high-potential employees early—making collaboration between hiring and leadership teams more effective.
