How to Know If an Employee Is a Good Fit

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, here with my co-host, Edwin Carrington. And today... whew, we’re diving into a big one. Something I feel like every manager or HR person has wrestled with at some point: how do you actually know if someone’s a good fit for your team?

Edwin Carrington

Yeah, Claire—it’s a question I’ve heard for, I mean... decades. And the real answer? It’s not in the résumé. Or the interview. Those are, like, surface-level. I’ve met candidates who looked incredible on paper—crushed the interview—and then once they were on the team, it was just... oil and water. The skills were there, sure. But the chemistry? Completely off.

Claire Monroe

Oh yeah—been there. You bring someone in, they seem suuuper sharp, super polished... and then, a couple months in, you’re like, “Huh. This is... not going how we thought.” Maybe they don’t gel with the group, or just can’t handle pressure the way you hoped. Do you have a specific story that sticks with you?

Edwin Carrington

Oh, I’ve got a few. But one that comes to mind—we’ll call him “Tom.” This guy had everything on paper. Solid experience, strong credentials, and he was, honestly, pretty charming. Interview panel loved him. But within a few weeks, we started seeing problems. He’d kind of steamroll meetings, shut down quieter voices... the team dynamic went south. Fast. Morale dropped. Productivity dipped. And the worst part? Even after he left, it took months to rebuild the trust and momentum.

Claire Monroe

Ughhh. That’s so rough. And that’s the part people don’t always see, right? Like—it’s not just about finding a replacement. It’s the time you lose, the way it messes with the team vibe, and just... how draining it is to fix all that. Why do you think those red flags are so easy to miss early on?

Edwin Carrington

Because traditional hiring focuses on what someone’s done—not who they are. Résumés are polished. Interviews are practiced. And even experienced managers get pulled in by confidence or a good story. But none of that tells you how someone’s gonna act under pressure—or whether their values line up with your culture. And when you get it wrong? Yeah... the cost isn’t always dramatic, but it’s always expensive.

Claire Monroe

So if résumés and interviews aren’t enough... what should leaders be looking for? Like, how do you spot those hidden traits before it’s too late?

Edwin Carrington

You’ve gotta dig deeper. Look at behavioral traits, how someone communicates, what they value. That’s the stuff that drives real performance. And most of it? You won’t see it in a one-hour interview. That’s where tools like assessments come in—but we’ll get to that in just a sec.

Claire Monroe

Okay—sooo, let’s talk assessments. I’ve heard of things like OAD’s quick-fit survey, but I’m still a little fuzzy on what it actually does. Can you walk us through what it looks like in real life? Like, what kind of stuff does it reveal that you wouldn’t catch in a regular interview?

Edwin Carrington

Sure. Think of it like this: your résumé tells me what you’ve done. But a fit assessment? That shows how you’re likely to do it—and why. OAD’s is just a couple pages, takes a few minutes. But it’s backed by, like, decades of research. You get a read on someone’s behavior patterns—how they deal with pressure, how they communicate, what drives them... and whether that fits with your team’s culture. It’s not about replacing interviews. It’s about adding depth—and objectivity.

Claire Monroe

So let’s say someone’s super detail-oriented, but also kinda introverted... and the role needs constant teamwork in a fast-paced setting. That mismatch would pop up before you hire?

Edwin Carrington

Exactly. And here’s the cool part—it’s not just about screening out the wrong fit. Sometimes, you find someone who doesn’t quite work for Role A... but turns out to be perfect for Role B. I’ve seen companies use these assessments to reassign people internally, lower their turnover, even boost team morale. Because when you actually understand how someone ticks... you can coach them, support them, and place them where they’ll thrive.

Claire Monroe

That’s awesome. Do you have, like, a real-life example of a company that actually saw a difference after using this stuff?

Edwin Carrington

Yeah—I worked with a mid-sized tech firm. Their analyst team was just... churning. High turnover, low energy. They started using behavioral assessments—not just for new hires, but also to rethink how they were using existing talent. Within a year, their retention improved, the vibe totally shifted. People were in roles that fit. It wasn’t magic. It was just... understanding people better.

Claire Monroe

I love that. And it’s not just about avoiding the wrong hire—but actually building a team that just works. But okay, here’s my skeptic hat—do you ever worry these tools are too rigid? Like, what if someone’s a great culture fit, but the assessment doesn’t reflect that?

Edwin Carrington

Totally fair question. No tool is perfect. And assessments shouldn’t be the only thing you rely on. They’re a guide—not a gatekeeper. The best leaders use them alongside real interviews and gut instinct. It’s all about getting the whole picture—not just a score on a page.

Claire Monroe

Alright, zooming out a bit. Once you do find the right fit—how can these assessments help with long-term growth? Like... is this just a hiring thing, or is there more to it?

Edwin Carrington

There’s way more. When you understand someone’s behavioral fit, you can coach them better, plan for promotions, even move them into roles that align with their strengths. One org I worked with? They used assessments not just for hiring, but for ongoing development. Over time, turnover dropped, morale went up... and people started really owning their strengths. The whole culture shifted. People felt seen, not just... assigned a desk.

Claire Monroe

That’s cool. So it’s not just “get them in the door,” but actually help them grow. But here’s something I wonder—how do you balance raw talent with cultural fit? Like, what if someone’s so skilled, but their style just doesn’t click with the team?

Edwin Carrington

Yeah, that’s the tough one. Talent’s important—but if someone’s values or work style clash with the culture? It’s gonna be friction from day one. Sometimes you can coach them into alignment, sure. But more often, it’s about placing them in an environment where they’ll naturally thrive. I’d take a team that collaborates well over a room full of solo stars any day. Skills and fit—that’s what smart leaders aim for. And data helps you get there faster.

Claire Monroe

Totally. I mean, it’s not about hiring a bunch of clones. It’s about building a team that respects each other—and works toward the same goal. And honestly, that’s what keeps people around, right?

Edwin Carrington

Exactly. When people feel like they belong, they stay. They grow. They bring their best. That’s the real ROI.

Claire Monroe

I love that. And if you’re curious how this works in your company, you can check it out at o-a-d-dot-a-i. Their behavioral assessments are quick, super insightful, and honestly? Just a really smart way to build stronger teams. Alright—that’s a wrap for today. Edwin, thanks for always bringing the wisdom. I feel like I learn something every episode.

Edwin Carrington

Couldn’t agree more. Thank you, Claire. Always a pleasure to dig into these topics with you.

Claire Monroe

Alright—that’s a wrap for today. Edwin, thanks for always bringing the wisdom. I feel like I learn something every episode. And thanks to all of you for listening! We’ll be back soon with more from The Science of Leading. Take care, everyone!

Edwin Carrington

Goodbye, everyone. Until next time.