Hiring and retaining the best possible talent is a big deal and directly impacts how well your business performs both today and down the line. The problem? Many business leaders struggle to evaluate potential employees’ talent and abilities during hiring, relying too much on resumes and a good first impression. Is that dynamic, engaging individual truly ready to exceed expectations for your organization? Are they committed to the position or simply using your company as a stepping stone to other opportunities? The truth can be complicated to determine through just a few interviews.
The days of finding the perfect candidate with the right experience, credentials and cultural fit have passed. The best hiring decisions now stem from recognizing potential and fostering development.
The following tips can help you evaluate, identify and attract top talent.
#1 – Write a strong job description.
Your job description is your first impression — and a filter. Job descriptions do more than inform; they attract or repel. A vague, recycled job post signals a vague, recycled opportunity.
Treat your job description like a marketing tool. It should speak directly to the person you’re hoping to hire. What matters to them? What will make them want to learn more — not just about the role but also about your company?
Make sure your employee value proposition (EVP) is front and center. This is your pitch: why someone should want to work for your company, not just in this job. Your EVP should include details such as:
- What your business does and whom you serve
- Key responsibilities (be clear about outcomes, not just tasks)
- Must-have skills and experience
- Traits you’re looking for (keep this tight — don’t provide a laundry list)
- Developmental support (e.g., coaching, growth plans, leadership exposure)
- Salary range (yes, be transparent when it makes sense)
- What success looks like at a certain benchmark (e.g., 90 days, one year)
- How this role connects to team goals or long-term strategy
If your description sounds like every other job post, you won’t stand out, and top candidates will move on.
Make sure your digital presence supports your EVP. If your website or social channels aren’t updated, that’s a credibility gap. Candidates are paying attention.
#2 – Know what traits you’re hiring for.
Don’t start by looking at resumes. Start by defining what success in the role actually looks like. Are you hiring someone who can grow into a leadership position? Someone who can stabilize a high-turnover team? Traits like resilience, accountability and curiosity matter as much as specific work history.
This step is about more than just attracting interest — it‘s about attracting the right kind of interest. The goal isn’t volume; it’s fit.
Ask questions that are behavior-based. Behavior-based questions help uncover how a person responds in real scenarios so that you can get beyond theory and evaluate their judgment, adaptability and growth mindset. Examples include:
- Can you tell me about a time you had to get up to speed on something quickly?
- What’s a recent piece of feedback you received? What did you do with it, and how did it help you improve?
If you don’t ask questions that reveal how someone thinks and works under pressure, you’re just hiring based on how well they interview.
Candidates may not possess the exact skill set you’re seeking, and that shouldn’t necessarily be a deal breaker. What matters more is whether they have the talent and aptitude to grow into the role quickly. Hire based on capability, not just history.
Rather than focus exclusively on past job experience, consider the traits you’re looking for in a new employee. Maybe you’re looking for someone motivated to learn and grow within the organization. Or perhaps you need someone with leadership skills who can direct a team. These traits aren’t always reflected through past work experience alone, so it’s important to ask questions during the interview process that can help you identify candidates who possess the traits you’re seeking in a new employee.
#3 – Create a consistent way to evaluate candidates.
If you’re relying on gut feelings, you’re doing it wrong. Research shows that relying on intuition leads to a 50% failure rate — meaning one out of every two hires is a mis-hire.1 Mis-hires are expensive, not just in salary costs but also in productivity loss, team disruption and re-hiring costs.
What you want to do is increase your success rate. Build a simple scoring system based on what matters most in the role: technical skills, soft skills, relevant experience and growth potential are all important and measurable.
The key is objectivity. Otherwise, bias creeps in and decisions become inconsistent. The more objective your process is, the more confident your choices will be. That’s where assessments come in, not as a filter but rather as a tool to help mitigate subjectivity and keep the process grounded in data.
Use scientifically backed assessments that measure more than just job skills. You want tools that evaluate cognitive ability, personality traits and talent to complement the resume. Doing so will give a clearer picture of who will thrive and not just survive.
The goal is to close the gap between how someone appears and how they’ll perform, especially in roles where behavioral fit is just as important as technical skill. But don’t overcomplicate it. A 10-point rubric or a set of weighted questions works just fine. The goal is structure, not bureaucracy.
#4 – Solicit employee referrals.
Your best people probably know other strong professionals. Tap into their networks — not just because they might refer someone great but also because the people they bring in already have some insight into your company culture.
If you don’t have a referral program, build one. Make it simple. Pay a bonus. Reward quality, not quantity. And don’t just mention it once. Bring it up in one-on-ones, at team meetings and during onboarding. Employees who feel a sense of ownership in the organization become your best brand advocates. Give them a reason — and the support — to help you recruit the kind of people you want more of.
#5 – Make your offer competitive and worth staying for.
You won’t keep top talent if your compensation isn’t in the ballpark. It’s not just about salary either. Benefits, flexibility, paid time off and career growth all matter.
Too often we hear, “We can’t find anyone interested in our open roles.” When we dig in, it’s not a hiring issue — it’s a pay issue. No amount of mission-driven language will close the gap if you’re paying below market rate. Do your homework. Know what competitors are offering. You can’t build a strong team if you’re unwilling to pay market — or better — for the right people.
Ensure your compensation structure reflects the role’s value, not just your budget. That’s one of the key reasons roles sit vacant. Add in support for professional development — that’s part of your EVP, too. High-quality candidates don’t just want a job. They want to know there’s room to grow.
Never forget to keep your organizational culture at the forefront of your mind. They say that “culture” eats strategy for breakfast, but “culture” won’t make up for a weak offer. It’s a retention tool, not bait.
A solid, structured hiring process with objective tools can dramatically reduce turnover, boost engagement and increase long-term performance. That’s real value, not just theory.
Could you use help developing a process to attract and retain top talent at your organization? Creative Planning Business Services is here for you. We offer a wide range of business advisory services to help employers improve their hiring capabilities. To learn more, schedule a call with a member of our team.
