Hiring Smarter, Not Harder

Claire Monroe

Hey hey—welcome back to The Science of Leading. I’m Claire Monroe, and—of course—joining me is the calm, collected voice of reason himself… Edwin Carrington. How’s it going today?

Edwin Carrington

Doing well, Claire. Always good to be here. And honestly? This topic... it hits close to home. Lotta history—lotta mistakes—wrapped up in this one.

Claire Monroe

Ooooh okay, now that I wanna hear about. So today we’re diving into, like... why your gut instinct might not be the best hiring strategy anymore. Which—I mean—it sounds obvious, but it’s kinda crazy how many leaders still just go with their gut. Why do you think that is?

Edwin Carrington

Ah, part habit… part ego, maybe. There’s this idea that if you’ve been around long enough, you can just, you know—read people. Trust your instinct.But the truth is, I’ve seen that go sideways more times than I care to count. I remember back in... late ’80s, maybe ’89 or so, I was at this fast-growing tech startup. We were hiring like crazy. And I made a call—just a gut call—on someone who, on paper, looked great. Said all the right things. Had that “it” factor.But six months in? It was clear they weren’t a fit. The team dynamic got weird, trust eroded, and turnover… spiked. It ended up costing us way more than just a bad hire.

Claire Monroe

Yikes. And I’ve totally seen that too—companies holding onto these, like, super unstructured interviews... vague job descriptions… and then they’re surprised when no one sticks around. It’s just easier to go with your gut than to actually build a system, right?

Edwin Carrington

It is easier. But it’s also riskier.There was one company—no names, of course—where the whole process boiled down to “Do we like this person?” No structure, no benchmarks. Just vibes. And surprise, surprise—turnover was high. Teams didn’t trust each other, because expectations were all over the place.That’s what happens when you lead with instinct and ignore the data.

Claire Monroe

Yeah, and it’s not just about one bad hire. Like… it spreads. One person’s misalignment can totally throw off the whole team.So, if gut instinct isn’t enough... what is? What’s the fix?

Edwin Carrington

First step? Get crystal clear on what the role really needs.Not just tasks—but what success looks like. What behaviors lead to the right outcomes.And then, back it up with data. Tools like the OAD behavioral assessment can show you what top performers in the role have in common—so you’re not just guessing. You’re measuring alignment.

Claire Monroe

Okay, so… if I’m a hiring manager listening to this—what do I change first? Like… is it the job description? The way we interview? Or...?

Edwin Carrington

Start with the job description.Most are just—too vague. Buzzwordy.Use your top performers as the baseline. Pull from performance data, even your ATS if you’ve got one, to figure out what really matters.And co-create expectations with your team. When you do that—you attract people who see themselves in the role. The rest? They self-select out.

Claire Monroe

That reminds me—there was this retail chain I read about? They used to do, like, five or six rounds of interviews. Same questions over and over. Exhausting.But once they added structure—and some behavioral assessments—they filled roles faster and had way fewer mis-hires. It’s kind of wild how just having a process changes everything.

Edwin Carrington

Absolutely.Streamlining doesn’t mean rushing—it just means focusing.Use structured interviews. Score candidates on what actually predicts success. Cut the fluff.When you use the right tools—like OAD—you can spot fit early. Saves time, saves morale.

Claire Monroe

And it’s not just about skills, right? Like… someone might be amazing technically but still just… not mesh with the team.

Edwin Carrington

Exactly. Traits like adaptability, initiative, collaboration—those matter.If you’re only looking at resumes or technical tests, you’re flying blind.But if you bring in behavioral assessments and real structure, you start seeing the full picture. And that’s where smart hiring happens.

Claire Monroe

So it’s not about making the process longer—it’s about making it smarter. I like that.But let’s be real for a second. Isn’t there a risk of making hiring feel... too robotic?

Edwin Carrington

Totally fair question.The best systems use data to inform human decisions—not replace them.I’ve seen executive teams use AI, machine learning, behavioral data—all to guide decisions. Not to make them.Things like DEI analytics or OAD assessments can flag blind spots. Predict success. Help balance the team. But in the end? It’s still people making the call.

Claire Monroe

Right—there was this global company I read about. They used behavioral data to, like, spot hidden bias in their process. And they actually increased diversity without lowering the bar.But yeah... it’s that balance, right? Use the numbers—but don’t forget the people behind them.

Edwin Carrington

Exactly.It takes discipline. You need clean, reliable data. And you’ve gotta keep reviewing your process.Look at what’s working. Talk to your team. Talk to candidates.The best organizations treat hiring as an ongoing system. Always optimizing. Always learning.And they never lose sight of the human experience. That’s how you build real trust. That’s how you build teams that last.

Claire Monroe

I love that. It’s not just about, like, filling seats—it’s about building something sustainable.And with all the tools we have now… the companies that combine data with empathy? Yeah. Those are the ones that win.

Edwin Carrington

Couldn’t have said it better.Hiring smarter isn’t about being perfect. It’s about being intentional—with the right tools, the right mindset, and the right people.

Claire Monroe

And if you’re thinking, “Okay, I want to start doing this better”—OAD can help.You can actually book a free demo at O-A-D-DOT-A-I—and see how tools like their behavioral survey can make your hiring process… just work. For everyone involved.

Edwin Carrington

That’s right. You don’t have to rely on guesswork anymore. There’s science behind better hiring—and OAD’s bringing that science to life.

Claire Monroe

Alright, we’re gonna wrap it there for today. We’ll be back soon with more from The Science of Leading. Until then… keep learning, keep growing, and please—stop trusting your gut.

Edwin Carrington

Goodbye, Claire. Goodbye, everyone.