The Art of Hiring: Evaluating Talent Beyond the Resume
A simple, three question test to determine whether to hire or reject.
In the ever-evolving world of recruitment, hiring, and human capital management, finding the right people to join your organization is both an art and a science. Resumes, cover letters, and interviews provide a snapshot of a candidate’s skills and experience, but they don’t tell the whole story. To truly assess whether someone is a fit—not just for a role, but for your team and company culture—I’ve come to rely on three unconventional yet revealing questions:
1. Would I hire this person for a job?
2. Would I want to have coffee or a beer with this person?
3. Would I let this person watch my kids?
These questions cut through the noise of traditional hiring metrics and get to the heart of what matters: competence, compatibility, and trust. Let’s unpack each one and explore how they can transform the way you approach human capital management.
Question 1: Would I Hire This Person for a Job?
This is the baseline—the starting point of any hiring decision. It’s about competence, qualifications, and the ability to get the job done. When I ask myself this question, I’m looking at the candidate’s skills, experience, and track record. Do they have the technical know-how? Can they solve problems? Are they adaptable in a fast-paced environment?
But it’s not just about what’s on paper. I also consider their attitude toward work. Are they proactive or reactive? Do they take ownership of their mistakes, or do they deflect blame? A candidate might have a stellar resume, but if they lack curiosity or resilience, they’re unlikely to thrive in a dynamic organization.
Takeaway for hiring manager or HR professionals:
Look beyond the checklist of qualifications. Assess how a candidate thinks, learns, and grows. Behavioral interview questions—like “Tell me about a time you failed and what you did next”—can reveal more than a list of certifications ever will.
Question 2: Would I Want to Have Coffee or a Beer With This Person?
Hiring isn’t just about filling a role; it’s about building a team. This question gets at cultural fit and interpersonal dynamics. Could I sit down with this person for 30 minutes and enjoy the conversation? Are they someone I’d look forward to collaborating with, or would I dread every interaction?
This isn’t about whether they’re my new best friend—it’s about mutual respect and rapport. A candidate might be brilliant at their craft, but if they’re arrogant, dismissive, or incapable of connecting with others, they could poison team morale. On the flip side, someone who’s warm, approachable, and curious can elevate everyone around them.
I once interviewed a candidate who aced every technical question but spent the entire conversation talking over me and name-dropping irrelevant achievements. I couldn’t imagine sharing a coffee with them, let alone working side-by-side. Contrast that with another hire—a less polished resume, but a genuine enthusiasm and a knack for listening. That person became a team rockstar.
Takeaway for hiring manager or HR professionals:
Pay attention to the intangibles—empathy, communication, and humility. Use casual settings like a team lunch or a group interview to see how candidates interact in real-time.
Question 3: Would I Let This Person Watch My Kids?
This is the ultimate litmus test of trust and character. It’s not literal (unless you’re hiring a nanny), but it forces you to think about integrity, reliability, and judgment. Would I feel confident leaving something precious—my kids, my business, my team—in this person’s hands?
A candidate might check the first two boxes—skilled and likable—but if they give off vibes of dishonesty, impulsiveness, or irresponsibility, they’re a hard pass. Trust is the bedrock of any successful organization. You need people who show up when they say they will, who own their decisions, and who prioritize the greater good over personal gain.
I’ve seen this play out in real life. A colleague once hired someone who seemed perfect on paper and charming in person. But red flags emerged: missed deadlines, vague excuses, and a tendency to cut corners. That hire ended up costing the team months of rework. If we’d asked ourselves this third question, we might have dug deeper into their references and spotted the pattern sooner.
Takeaway for hiring manager or HR professionals:
Vet for character as rigorously as you vet for skills. Ask questions like “Describe a time you had to make a tough ethical call” or “How do you handle conflicting priorities?” to gauge their moral compass.
A Common Sense approach to Human Capital
Recruitment and human capital management are about more than filling seats—they’re about building something enduring. By asking these three questions, you create a framework that balances competence, chemistry, and character. A “yes” to all three signals a unicorn hire: someone who can do the job, enhance your culture, and earn your trust.
Of course, no one’s perfect. Sometimes you’ll get two out of three, and that’s okay—depending on the role and your team’s needs, you might prioritize one quality over another. The key is to be intentional about what you’re looking for and why.
Next time you’re sifting through applications or sitting across from a candidate, try this mental checklist. It’s simple, human, and surprisingly effective. Because at the end of the day, hiring isn’t just about finding talent—it’s about finding the right people to share the journey.
What do you think? Have you used unconventional questions to guide your hiring decisions? Let me know—I’d love to hear your stories!
Professionally, I work primarily with commercial services company’s to identify and achieve their organizational goals, then prepare for if/how those goals will affect their human capital (aka their people).
If you want to learn more, you can reach me at dan@frontporchadvisers.com.
If you want to chat about your thoughts on this topic, please send me an email dan@frontporchadvisers.com or drop me a message using the button below. Would love to meet for coffee, a beer, or a virtual conversation.
Have a good one,
Dan