Forget Skills—Here’s What You Should Really Hire For

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and yup, Edwin Carrington is here with me, as always. So today, we’re getting into something that I—honestly—wish someone had explained to me, like, way earlier in my career. Hiring for fit... not just for skills.Edwin, I feel like this is one of those things that sounds simple, but people mess it up all the time. Why is that?

Edwin Carrington

Because, Claire, most hiring still revolves around what’s on paper—CVs, credentials, polished interviews. We look for the “right experience” and just hope that means the person’s gonna thrive.But, as we’ve talked about before, that totally skips what actually drives long-term success—cultural and behavioral fit. You can have a team of A-players on paper... but if they don’t sync with your company’s values or work style? You’ll get friction. Disengagement. And yeah—people leaving sooner than you planned.

Claire Monroe

Ohhh, I’ve definitely lived that. My first job after college? This tiny startup—super cool product, super smart team, tons of responsibility.But like... I just didn’t fit. The pace was nonstop, and everyone kind of thrived in that chaos. I’m more of a plan-it-out person, and I remember feeling totally off from, like, day one.I think I lasted six months? It wasn’t my skillset. It just... wasn’t my environment.

Edwin Carrington

That’s a textbook example. And you’re not alone. There’s a lot of data showing that poor fit—not poor ability—is one of the biggest reasons talented people walk away.Companies like Zappos and Patagonia actually lead with fit. Zappos even offers new hires a bonus to quit if they realize early on the culture isn’t right for them.Why? Because they’d rather part ways early than force a mismatch onto the team.

Claire Monroe

That’s... kind of wild. But also—yeah—it makes so much sense.And Patagonia, too, right? They’re, like, super clear about their values—sustainability, activism, all of that.It’s not just, “Are you good at the job?” It’s, “Do you believe what we believe?”

Edwin Carrington

Exactly. When you hire for fit, you're building a team that aligns on more than just ability.It’s about shared values, shared ways of working. Skills can be taught.But if someone doesn’t align with how you operate or what you stand for... it’s a much tougher fix.

Claire Monroe

Okay—so if CVs and interviews aren’t enough... then how do you figure out if someone’s a fit? That’s what I really wanna get into next.

Edwin Carrington

First step? You’ve gotta define what “fit” actually means for your organization.Before you even write the job post, you need clarity on your core values, your company culture, what makes your team your team.Are you scrappy and fast-paced? Or more structured and deliberate?Without that clarity—it’s almost impossible to recognize the right fit when you see it.

Claire Monroe

Right, so it’s not just about the candidate, it’s about knowing yourself as a company.I feel like a lot of leaders skip that part and just kind of... hope it works out.

Edwin Carrington

They do. And then they get frustrated later on.Once you’ve nailed down your culture, you can weave it into every step of the hiring process.Behavioral interview questions are a great place to start—like, “Tell me about a time you had to navigate a team conflict.”Those kinds of questions show you how someone works—not just what they know.

Claire Monroe

Oh yeah, we talked about this way back in our first episode—the whole idea that how you work matters just as much as what you know.But even with great questions, it’s easy to miss stuff, right?That’s where OAD’s fit assessments come in?

Edwin Carrington

Exactly. OAD uses behavioral science to measure traits like adaptability, communication style, emotional intelligence.It gives you a deeper look—beyond the interview and the credentials—to figure out if someone will actually thrive in your environment.It’s not about creating carbon copies. It’s about finding people whose strengths complement the team and who share your core values.

Claire Monroe

I love that. And I know you’ve mentioned trial projects, too. Why do you put so much emphasis on those?

Edwin Carrington

Because anyone can sound great in an interview. But a trial project?It gives you real-world evidence.It doesn’t have to be huge—just a small assignment, something practical.You see how they communicate. Do they ask smart questions? Take initiative? Do they own it?It’s one of the clearest ways to see fit in action—especially for high-stakes roles.

Claire Monroe

Yeah, that totally makes sense. Like... you wouldn’t buy a car without a test drive, right?So why hire someone without seeing them in motion?

Edwin Carrington

Exactly. And when you stack those steps—defining your culture, using behavioral interviews, fit assessments, trial projects—you massively increase your odds of building a team that actually sticks.

Claire Monroe

Okay, cool—so let’s say you do find someone who’s a great fit.Now comes the next part: keeping them that way.That’s where onboarding comes in, right?

Edwin Carrington

That’s right. Onboarding is your moment to double down on your culture and values.It’s not just paperwork and logins—it’s how you help people feel like they belong.From day one, they should understand how their work connects to the bigger mission.

Claire Monroe

Totally. I read that Google’s onboarding process is, like, legendary for that.They don’t just toss you in—they assign mentors, set clear goals, and help you feel plugged in right away.And that’s probably a big reason why their teams are so aligned.

Edwin Carrington

Absolutely. Great onboarding drives engagement, performance, retention.But—it also helps you spot red flags early.If a new hire isn’t connecting, or resists feedback, or seems checked out...Those are signs you should pay attention to.Have honest conversations. Offer support. And if needed—rethink the role or even the fit.

Claire Monroe

So it’s not just about hiring—it’s about setting people up to thrive.And if things go off course, being willing to adapt or make a change.I love that.It feels like this whole process—defining fit, assessing it, reinforcing it through onboarding—that’s what separates high-performing teams from the rest.

Edwin Carrington

That’s it, Claire. Fit isn’t a box you check during hiring.It’s a long-term strategy.When you get it right—you build teams that are aligned, engaged, and ready to grow together.

Claire Monroe

Well... I think that’s the perfect place to wrap it for today.Thanks, Edwin, as always. And to everyone listening—If you’re curious how this all works in practice, definitely check out o-a-d dot a-i.You can book a free demo and see how fit-focused tools—like behavioral assessments—can transform your hiring.We’ll be back soon with more on building stronger teams and smarter workplaces.Edwin, always a pleasure.

Edwin Carrington

Always a pleasure, Claire. Take care, everyone—and talk soon.