What should you be thinking about when it comes to candidate analysis? You’ll be dealing with a lot of information, including CVs/resumes, conducting interviews and reference checks. This volume of data can make it challenging to remember what you were looking for in the first place. Each candidate is a story, and the story might be a great one, but is it right for that specific role?
Throughout the process, questions shouldn’t just be focussed towards the candidate. As recruiters and HR professionals, we should ask ourselves if we really understand what ‘cultural fit’ means. The technical definition is that it’s the degree to which employees are compatible with a company’s values and goals. But are we aware of our biases when evaluating candidate data in that process? Can we assess skills and experience, not just to understand who the candidate is today, but who they might be in the future? There are lots of challenges, but as I’ll show in this article, it’s about taking those key factors we all use when analysing candidates and going that little bit further.
So, let’s look at some of the most important points to consider when deciding whether to hire a particular candidate.
The dangers of misunderstanding ‘culture fit’
This one is certainly subjective, but that doesn’t mean it isn’t critical. According to the Harvard Business Review, ‘culture fit is the glue that holds an organisation together.’ It’s pretty much agreed across the board that candidates who align with a company’s values are far more likely to thrive, remain committed, and contribute to the business. Everyone wins. And if it doesn’t work out? One study found that the cost of employee turnover stemming from a poor cultural fit can be up to 60% of the individual’s yearly salary.
But culture fit is a misunderstood term. It goes beyond personality traits and includes the candidate’s understanding of the company’s mission, vision, and working style. But there can be issues here, because unless the recruiter or HR professional is fully aware of their biases, ‘not a cultural fit’ can become synonymous with prejudicial hiring processes. So, good awareness and training need to be in place so that when assessing the cultural fit, it really is about the candidate’s personality, how well they understand where the company is going, and how their role would contribute to that.
Going beyond skills and experience
The importance of a candidate’s professional qualifications cannot be overstated. One survey showed that during their initial candidate reviews, 84% of recruiters stated that years of experience (with 83% starting the type of experience) were key considerations.
What we’re talking about here are years of experience, education, certifications, and any specific skills related to the industry or job function. If you have taken a candidate several steps along the hiring path, the chances are you’re already pretty sure they match up well. But approach with caution. Top recruiters recognise that skills can be learned over time, making this part of the job more challenging. While a candidate’s qualifications should align with the job description, good recruiters also consider whether a candidate has the potential to grow and adapt to the role (and within the role). Experience isn’t just about what happened in the past but also about how well the individual can apply their expertise in a real-world future context.
Potential for adaptability
Tied into the point made above, a candidate’s ability to learn and adapt is invaluable. The best recruiters know that while technical skills can be taught, adaptability and the willingness to grow are often innate traits. They look for signs that a candidate can evolve with the company, taking on more responsibility or adjusting to new challenges as the organisation scales or shifts direction.
Candidates who can demonstrate adaptability are more likely to integrate into evolving workflows, learn new tools or technologies, and embrace shifts in organisational priorities. This ensures their long-term success in the role and contributes to the wider team's resilience and innovation. It also means the candidate can navigate uncertainties with confidence, enabling businesses to maintain momentum even in unpredictable environments. Businesses are future-proofing their teams to ensure sustained success in competitive markets.
During interviews, recruiters might explore how candidates have demonstrated adaptability in previous roles—whether through acquiring new skills, taking on diverse projects, or navigating challenging work environments. But I’d argue it’s not just about experience—it’s also about enthusiasm for self-improvement and demonstrating a proactive approach.
Is the candidate a good communicator?
Effective communication is the foundation of any successful team. Top recruiters emphasise a candidate’s ability to convey ideas clearly, listen actively, and engage in meaningful dialogue. This extends beyond verbal communication – written communication, the ability to tailor messages to different audiences, and even nonverbal cues during interviews play a role in the overall evaluation.
Asking a candidate about the time something went wrong and how they resolved it is a great way to assess whether the candidate is a strong communicator. Stories of failure resonate because they follow a clear structure – a beginning that explains what went wrong, a middle that details the steps taken to address the challenges, and an ending that highlights the lessons learned for the future. Beyond that, good communication skills often correlate with emotional intelligence, which is essential for fostering positive relationships and handling workplace dynamics.
Solving problems – real and hypothetical
While technical skills are important, top recruiters also prioritise candidates who demonstrate strong problem-solving and critical-thinking abilities. The ability to identify issues, evaluate solutions, and implement effective strategies is a valuable asset in any role. Recruiters look for candidates who can approach challenges creatively and logically while working collaboratively to find solutions.
This links in well with what we have discussed regarding a story of failure (and resolution) because it shows how a candidate can resolve problems. However, this story may be well-rehearsed, so it’s also worthwhile posing hypothetical situations or real-world challenges to assess a candidate’s problem-solving capabilities ‘in the moment’. A candidate who can demonstrate a structured approach to tackling complex problems and deliver results is clearly an asset to any organisation.
How to assess work ethic in a candidate
A strong work ethic isn’t about being in the office at midnight – it’s about a firm commitment to integrity, accountability, and professionalism. Candidates who display this trait strive for excellence, ensuring high-quality outcomes while taking ownership of their responsibilities. They are also generally reliable and resourceful, consistently meeting deadlines and contributing meaningfully to team success.
Behavioural interview questions can be highly effective in assessing a candidate’s work ethic. Asking interviewees to share examples of times they went beyond expectations to achieve a challenging goal can provide valuable insight into their dedication and resilience. Hypothetical scenarios can further evaluate their approach to ethical decision-making, problem-solving, and initiative in workplace situations.
References also play a key role here – speaking with previous supervisors or colleagues can reveal first-hand accounts of the candidate’s reliability and dedication. Reviewing their track record of accomplishments and discussing how their work ethic contributed to these successes provides a clear picture of their potential impact.
A lasting impact
Effective candidate analysis involves covering all the key factors while constantly assessing how and why you are taking these approaches. It also involves evaluating the person as a whole, considering not just their qualifications but also their potential to thrive within the company, contribute to its growth, and work effectively with others. By focusing on the factors outlined above, recruiters and HR professionals can make more informed decisions and ultimately attract candidates who will make a lasting impact on the organisation.
