How to Hire the Right People—Backed by Behavioral Data

Claire Monroe

Hey everyone, welcome back to The Science of Leading. I’m Claire Monroe—and yep, I’ve got the one and only Edwin Carrington here with me again. Edwin, how’s it going?

Edwin Carrington

Doing well, Claire. Always happy to be here—especially when the topic is something as foundational as hiring. I mean… it’s the engine behind everything, right? Whether people realize it or not.

Claire Monroe

Totally. And today, we’re getting into why hiring is kinda broken. Like—no joke—I remember when I first started job hunting? I’d scroll through these ads and it was just... a mess of buzzwords. “Self-starter,” “team player,” “fast-paced environment”—I had no idea what any of it meant.It was like... okay, but what do you actually want me to do?

Edwin Carrington

Ha, you’re definitely not alone. A lot of job descriptions are just... uninspired. They’re written to screen people out—not bring the right ones in.And that’s a problem. If your ad sounds like every other ad, you’ll attract the same type of candidate as everyone else. But the best people? They’re looking for something with clarity—something that actually shows them what success looks like in your company.

Claire Monroe

Okay, so what does that look like? Like, how do you actually write a job description that doesn’t make people’s eyes glaze over?

Edwin Carrington

It starts with being specific. Skip the vague requirements—focus on actual outcomes.So instead of saying, “must have three years of project management experience,” you say something like, “you’ll lead the rollout of our new onboarding system across three departments in your first 90 days.”That tells a high performer exactly what they’ll be doing—and why it matters.

Claire Monroe

Oh, that’s way more motivating. And honestly—I love the idea of testing it with your own team. Like, “Would you have applied if you saw this?” That’s such a reality check. I feel like so many companies just... skip that part?

Edwin Carrington

Exactly. And language matters too. If your team is high-energy, say that. If you’re collaborative, don’t be shy about it. The goal isn’t to appeal to everyone—it’s to attract the kind of person who’ll thrive in your environment... and quietly filter out the ones who wouldn’t.

Claire Monroe

So it’s not about casting the biggest net—it’s more like being a magnet. A really specific magnet.Honestly, I wish someone had told me that earlier in my career. Would’ve saved me a lot of weird interviews.

Edwin Carrington

It’s a shift for sure—but it’s one that pays off. When you get the job description right, you lay the foundation for everything that follows—screening, interviews, onboarding. It all builds from there.

Claire Monroe

Okay—so let’s say you’ve nailed the job ad. People are applying. What now?Because from what I’ve seen... it usually turns into this giant stack of resumes, and that’s where companies get stuck.

Edwin Carrington

Right. The resume pile is where things often go sideways.Resumes tell you what someone’s done—but not how they did it… or whether they’ll actually succeed in your company.That’s where structured screening—and behavioral assessments—come in. They help you see underneath the surface.

Claire Monroe

Okay wait—so is this like... those personality tests? Or more like “solve this real-world challenge” kind of stuff?

Edwin Carrington

Bit of both.Tools like OAD’s assessments give you data on how someone thinks—how they handle stress, how they fit into your culture.But you can also add role-based challenges. Like, if you’re hiring a customer success manager, throw them a tricky scenario: an upset client, maybe. See how they’d handle it.It’s all about predicting how they’ll actually perform—not just checking boxes.

Claire Monroe

And I guess this is where bias sneaks in, right? Like, if you’re just picking the resume that looks the fanciest... you might miss someone who’s actually a better fit.

Edwin Carrington

Exactly. Gut feeling? Not a great strategy.That’s why structured tools are so valuable. They give you consistent data. You’re not just going off who has the “shiny” credentials—you’re looking for actual alignment.And honestly, sometimes the person with the perfect resume? They tank the behavioral assessment. That’s a sign worth paying attention to.

Claire Monroe

Okay but—have you actually seen that happen? Like, someone who seems amazing on paper but just... totally misses the mark?

Edwin Carrington

Oh yeah—too many times.There was this one candidate with every credential you could ask for. But once we ran a scenario assessment, it became clear they really struggled with ambiguity and collaboration.The data helped us dodge a mis-hire. And that’s the key—it’s not about cutting people out... it’s about finding the ones who’ll actually thrive.

Claire Monroe

That’s such a good reminder. It’s not just about narrowing the list—it’s about actually learning something about who these people are.Like we said in that other episode—behavioral fit is huge. It can totally shift team dynamics.

Edwin Carrington

Exactly. And when you pair that behavioral insight with structured screening?You’re not guessing anymore. You’re making real, informed decisions.

Claire Monroe

Alright—so you’ve got your shortlist. Now comes the interview... which is, like, where a lot of companies still just go, “Sooo… tell me about yourself.”And I get it—but that doesn’t really tell you much, does it?

Edwin Carrington

Nope. Not much at all.Most interviews stay too surface-level.If you want to understand someone’s potential, ask questions that dig into how they think—how they adapt. Like, “Tell me about a time you failed—what happened, what did you learn?” Or give them a real-life challenge they might face in month one.That’s where you see resilience… curiosity… how they actually operate.

Claire Monroe

Ooh—do you have a favorite question you always ask? Or one that really made a difference for a team?

Edwin Carrington

There’s one I come back to a lot:“Tell me about a time you had to challenge a decision you disagreed with—what did you do, and how did it turn out?”That one? It shows you how someone handles conflict, how they collaborate... and it can really shape a team.We hired someone after that question who brought in a whole new level of trust and openness. It actually changed how the team worked together.

Claire Monroe

Wow, that’s... that’s powerful.And it’s not just the questions, right? It’s like—the whole vibe. How you follow up, whether candidates feel respected... all that stuff.

Edwin Carrington

Absolutely. Every touchpoint matters.Clear communication, timely feedback—those things show candidates that you value them.Even if they’re not the right fit today, they should walk away thinking, “I’d love to work there someday.” That’s how you build long-term talent pipelines.And honestly? That’s how you earn a rep that top performers pay attention to.

Claire Monroe

So if you’re a leader listening—seriously, go revisit your interview process.Drop the canned questions. Get real. Be human.Because the way you treat candidates? That’s your brand.

Edwin Carrington

Well said. And I’d just add this:Hiring isn’t a checklist—it’s a strategic move that shapes your team, your culture... everything.Invest in getting it right, and you’ll see the impact for years to come.

Claire Monroe

Couldn’t agree more.And hey—if you want to see how this all works in practice, check out o-a-d-dot-a-i. You can try their tools for free. And they can can seriously transform the way you hire and build your team.

Edwin Carrington

Thanks as always, Claire. Always good to dig in together.

Claire Monroe

Likewise. And thanks to everyone listening—we’ll catch you in the next one. Bye for now!