Real Talk: Hiring Isn’t Just About Filling a Seat — It’s About Finding the Right Fit

I want to talk honestly for a moment — not from theory, but from experience.

When organizations hire, the focus is often on filling a position quickly. But what gets missed is the most important question of all:

Who will actually succeed in this role — and why?

Hiring isn’t just about resumes, availability, or enthusiasm. It’s about understanding:

what the job really requires how people actually learn and whether those two things align.

Because when they don’t, it’s not the employee who fails — it’s the system.

First: Know the Job — Honestly

Before interviewing anyone, leadership should already be clear on:

the real responsibilities (not the watered-down version)

how many tasks happen at the same time

what’s time-sensitive vs. what can wait

how much independent judgment the role requires

If a job involves constant interruptions, emotional conversations, compliance work, multitasking, or pressure — that needs to be acknowledged upfront.

Clarity protects everyone.

Second: Identify the Skills Needed to Be Strong

Every role has core skills that matter more than others.

For example:

Phone-heavy roles need emotional regulation and confidence.

Scanning and referrals require follow-through and attention to detail.

Front desk work demands prioritization and presence under pressure.

Fast-paced environments require comfort with task-switching.

Once those skills are identified, interviews can move beyond surface-level questions.

Third: Ask Questions That Reveal How Someone Thinks

You don’t need to ask personal or invasive questions to understand someone’s learning style or strengths. You just need to ask process-based questions.

Questions like:

“When you’re learning something new, what helps you most?”

“How do you handle multiple tasks competing for your attention?”

“Tell me about a time you needed clarification or help. What did you do?”

“How do you prefer feedback when something needs correction?”

These questions don’t judge — they reveal.

They show how someone processes, communicates, adapts, and self-advocates.

Fourth: Normalize Challenges — Don’t Hide Them

Strong hiring doesn’t pretend a job is easy.

Saying things like:

“This role involves pressure and multitasking. No one does it perfectly. We value communication and asking for help early.”

That creates honesty — and honesty leads to better matches.

People perform better when expectations are real, not idealized.

Fifth: Match Support to the Person

Neurodivergence, anxiety, inexperience — none of these are flaws.

But they do require structure.

Some people thrive with:

written steps

repetition

checklists

clear escalation paths

Others thrive with autonomy and flexibility.

Good leadership doesn’t shame differences — it plans for them.

Real Talk

Hiring isn’t about finding “perfect” peoole.

It’s about:

matching real humans to real work

providing guidance

instead of guessing and designing roles people can succeed in

When we do that, teams get stronger.

Confidence grows.

Burnout drops.

And people feel supported instead of set up.

That’s not being soft.

That’s being smart.

And that’s how you build teams that last.