When hiring, it’s easy to get caught up on a candidate’s skillset. Can they do the job? Do they have the required certifications? How many years of experience do they have? (Do they know how to get a table at Mawn?)

But skills alone don’t guarantee success. A candidate might have all the technical know-how, but if they can’t collaborate, adapt, or communicate effectively, they may not be the right fit.

On the flip side, hiring someone purely for their attitude and potential can backfire. (Remember Ben Simmons?) So, when should a candidate’s knowledge take precedence over how they work with others, and vice versa? Let’s break it down.

Skills matter (but aren’t everything). A data analyst needs to understand numbers. A software engineer has to know how to code. A salesperson must close deals. Skills should take priority when:

• You need someone to hit the ground running in a specialized role;
• There’s little time or budget for training;
• Technical knowledge is critical to success.

Behavior can play an important supporting role in hiring. Soft skills like adaptability, teamwork, and emotional intelligence are integral to long-term success and job satisfaction. For example, a project manager who can’t lead a team won’t get very far (the same could be said for certain Flyers coaches in recent memory). Behavior should take priority when:

• Hiring for roles that require collaboration and leadership;
• Your company culture is key to success;
• Looking for long-term potential rather than immediate expertise.

Here are a few other pointers to help you strike the right balance.

Identify must-have vs. trainable skills. Not every skill needs to be mastered from day one. Ask yourself: Which skills are essential, and which can be learned on the job? Example: Instead of requiring five years of experience with a specific software, consider whether a strong problem solver could learn it in a few months.

Use behavioral assessments early on. These tools can give insight into how people think and work, from handling challenges to collaborating. For instance, if the job requires resilience, an assessment can help determine how a candidate deals with setbacks.

Ask interview questions that evaluate both skills and behavior. To better understand a candidate’s skillset, ask them to share an example of how they used data to solve a business problem. And, to gain insight into their behavior, ask them to describe a situation where they had to adapt to a major change, and how they handled it. This way, you’re not just hiring someone who can do the job; you’re hiring someone who can do it well.

Hire for culture add, not culture fit. Avoid clones of your current team members. Look for those who bring something new to the table, challenge ideas, and push for creative solutions — not just those who agree with everything.

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