Beyond the Resume: How to Hire People Who Actually Stick

Claire Monroe

Alright, Edwin—let’s get into it. I swear, every company’s out here saying they want the “right fit,” but then their job descriptions are just... I don’t know, lists of random skills and buzzwords. Why is that? Like, why do job descriptions completely miss the mark when it comes to hiring people who actually stick around and, you know, thrive?

Edwin Carrington

Yeah—great question, Claire. The thing is, most job descriptions... they’re just checklists. They tell you what someone should be able to do, but not who they are or how they’ll behave once they’re in the role. And here’s the real issue—success isn’t just about technical ability. It’s about mindset. Adaptability. Whether someone’s values actually match your company culture. If you’re only hiring based on what’s on paper, you’re missing the human part of it.

Claire Monroe

Right—so, it’s not just like, “Can you code in Python?” or “Do you have five years of sales experience?” It’s more like, “How do you react when you get tough feedback?” or “What actually drives you when things get messy?”

Edwin Carrington

Exactly. That’s where something like the OAD assessment really helps. It looks beyond the surface—into someone’s mindset, how they deal with pressure, how they communicate, whether they’re more collaborative or prefer to fly solo. It’s not about replacing the interview, but it gives you a real foundation to build from. Something objective.

Claire Monroe

I love that. And I remember we touched on this before—how these behavioral tools can pick up things you’d never catch in a standard interview. But Edwin—do you have a story? Like, a moment when redefining the “ideal candidate” actually changed the outcome?

Edwin Carrington

Yeah, I do. A few years back, I worked with this tech startup—they had a big retention problem. People would come in, stay six months, and... leave. Over and over. They were hiring based on skills alone. When we helped them redefine what success really looked like—things like being okay with uncertainty, being mission-driven, being eager to learn—they started using behavioral data to screen for those traits. Within a year? Turnover cut in half. The team gelled. Performance improved. It wasn’t magic... it was just clarity. Knowing who they actually needed—not just what needed to get done.

Claire Monroe

That’s so good. It’s like—you’re hiring for who they’ll become, not just who they are now. You’re building something that lasts... not just plugging a hole.

Edwin Carrington

Exactly. And when everyone—from leadership to hiring managers—is aligned on what “ideal” actually means... the whole thing runs smoother. Less second-guessing. Fewer bad fits. And the culture? It gets stronger with every hire.

Claire Monroe

Okay, so—let’s say you’ve nailed your ideal candidate. The next part is actually getting them to apply, right? I keep hearing this term “employer brand,” but what does that even mean anymore?

Edwin Carrington

In simple terms? It’s your reputation as an employer. What people say about working for you when you’re not in the room. In today’s job market, top talent wants more than just a paycheck. They want meaning, growth, and a place where they actually feel like they belong. If your brand communicates that... you’ll naturally attract the people who already align with what you’re about.

Claire Monroe

So—it’s not about, like, free snacks and ping-pong tables in the break room? It’s more like—“Here’s why this work matters. Here’s how we treat people.”

Edwin Carrington

Exactly. And it starts with your job post, sure, but it goes way beyond that. The whole process—from how easy it is to apply, to how you run the interviews, to how quickly you follow up—it all adds up. If your process feels slow or robotic? The best candidates won’t wait around. But if it’s clear, respectful, and gives them a real sense of your culture... you start standing out.

Claire Monroe

Yeah, that makes sense. But like—do you have an example? Of a company that actually turned their whole hiring vibe around?

Edwin Carrington

I do. Mid-sized company, great product, but their candidate experience? Pretty forgettable. We worked together to rebuild it—faster feedback, more personal interviews, clearer communication. They even started involving current team members in the process so candidates got a feel for who they’d be working with. The result? Their employee referral rate doubled. People wanted to bring friends in—because they were proud of the process. Even folks who didn’t get hired said great things.

Claire Monroe

Wow. So the process itself becomes part of the brand. And if people feel good about it—even if they don’t get the job—they’re still gonna talk about it. That’s how you build momentum, right?

Edwin Carrington

Absolutely. Every interaction is a chance to reinforce what you stand for. And when you streamline things—cut out the unnecessary steps, be upfront about what to expect—you’re not just moving faster... you’re showing respect. And that’s rare. Which makes it powerful.

Claire Monroe

Totally. I mean, we talked about this in that episode on speeding up hiring. It’s not about skipping steps—it’s about making each one actually count.

Edwin Carrington

Exactly. You’re not just filling roles... you’re building a reputation. And that reputation attracts people who belong.

Claire Monroe

Alright—so we’ve covered defining the ideal person, building a brand that draws them in... now let’s get into it: how do you actually make better hiring decisions? Like, beyond what’s on a CV—what really works?

Edwin Carrington

The key is shifting from gut instinct... to data. A resume tells you what someone’s done—but it doesn’t tell you how they’ll show up in your team. That’s where behavioral and cognitive tools like the OAD survey make a huge difference. You’re measuring resilience, problem-solving, team fit—not just job titles and timelines. It’s about predicting real-world behavior.

Claire Monroe

And interviews... I feel like people still ask stuff like “What’s your greatest weakness?” which—come on. So, how do you actually get at those deeper qualities?

Edwin Carrington

You need structured interviews. Ask the same key questions for each candidate—ones that reveal patterns. Like: “Tell me about a time you had to adapt to unexpected change at work. What did you do?” That tells you more about mindset than a thousand bullet points ever could.

Claire Monroe

Yeah, that’s so much better than “Tell me about yourself...” And I guess when you layer that on top of assessment data, you get a really clear picture, huh?

Edwin Carrington

Exactly. I worked with a company that was struggling with bad hires—people looked great on paper but flopped in the role. Once they brought in behavioral assessments and cleaned up their interview structure, their mis-hire rate got cut in half. And the cost of a bad hire? It’s not just salary—it’s time, culture hits, frustration. One stat puts it at over seventeen grand per mis-hire. That’s a lot of pain for a poor decision.

Claire Monroe

Whoa—yeah, it’s not just the money. It’s the drama, the stress, the domino effect. It throws everything off.

Edwin Carrington

Exactly. But when you use the right tools and take a data-informed approach... you hire with intention. You’re not guessing. You’re building a team that fits—not just functionally, but culturally. And that’s what drives real results.

Claire Monroe

I love that. It’s like—we’ve come full circle. Hiring isn’t about just filling a seat. It’s about shaping the future of your company... one smart choice at a time.

Edwin Carrington

Well said, Claire. And for everyone listening—just remember, every step you take to improve your hiring process pays off. It might take some effort up front... but it’s so worth it in the long run.

Claire Monroe

Alright—that’s it for today’s episode. Edwin, as always, thanks for dropping the wisdom. And hey—if any of you listening want to see how this actually works in practice, you can try it for free at o-a-d-dot-a-i. OAD’s tools—like their behavioral assessments—make it way easier to hire the right people and build teams that actually work.

Edwin Carrington

Thanks, Claire. Always great talking with you. And thanks to everyone for tuning in. Until next time—take care.