2 weeks Ago
Great organizations are built on strong values. That’s why leaders strive to create ethical cultures — places where people act with integrity, treat others with respect, and commit to doing right by their colleagues and customers. But this kind of culture doesn’t grow from a mission statement or code of conduct.
It begins with the people you hire — and that starts at the interview table. We often say, “Hire for character, train for skill.” Yet most hiring processes do the opposite.
Surveys show that hiring managers spend up to 90% of their time evaluating resumes, degrees, and job experience — asking capability-based questions. Much less time is spent trying to understand who someone is — their values, work ethic, and integrity. It’s understandable.
Skills are easy to spot. You can verify a degree or test software proficiency. But character is harder to measure.
And it can feel risky or subjective to ask about a person’s values in a professional setting. But what’s even riskier is hiring someone with the wrong character — and discovering too late that their presence undermines your team’s trust or morale. The problem with only hiring for skill Here’s the truth: I can teach someone how to use a new software system.
I can coach them on public speaking or walk them through our policies. But I cannot teach someone to be honest. I can’t train a person to be gracious under pressure or to care about doing what’s right when no one is watching.
Those qualities — the marks of a trustworthy teammate — are usually forged long before someone enters your applicant pool. Inability is easier to fix than dishonesty. A lack of skill may slow down your team; a lack of integrity can destroy it.
Yet if we rarely ask character-based questions in interviews, how can we expect to hire people who reflect our values? Character makes the difference There’s often a disconnect between how we hire and what we value on the job. Employers may focus on degrees, industry knowledge, and hard skills — but the qualities that often add the most value once someone is hired are things like work ethic, initiative, dependability, and truthfulness. These are character traits.
And they show up in the little things: how someone treats a receptionist, whether they take ownership of mistakes, how they respond to change or pressure, or how they talk about past colleagues. But these signals are easy to miss if your questions are only about accomplishments. How to hire for character So how do you make character part of the hiring process? Start by including intentional questions in your interviews.
You’re not trying to invade someone’s privacy — but rather to understand their values and approach to life and work. For example: “Tell me about a time you had to deliver bad news to a manager.” This reveals communication style, honesty, and emotional intelligence.
“What would you do if your best friend at work was doing something unethical?” This explores their moral compass and boundaries. “Tell me about a time you were asked to compromise your integrity.” Their answer can uncover how they handle real-world ethical dilemmas.
“Who are your role models and why?” This provides insight into the qualities they admire and aspire to. “What are your three core values, and how do they influence your work?” A simple but powerful way to gauge self-awareness and alignment with your culture. Beyond the interview itself, there are practical steps to better assess integrity.
Verify educational credentials and confirm experience claims. When contacting references, ask them to suggest two others who can speak to the candidate’s character. For roles involving sensitive information or financial access, consider a background check.
And finally, observe how candidates interact with everyone they meet — not just the hiring manager. The way they treat administrative staff or potential teammates can speak volumes. Hiring is culture-shaping Every hiring decision shapes your culture.
When you prioritize character, you send a clear message: integrity matters here. You create a workplace where trust is the norm — and trust is the foundation of great teamwork, innovation, and long-term success. Of course, we still need to ensure candidates have the skills to do the job.
But don’t stop there. Ask the deeper questions. Because the right hire isn’t just someone who can do the work — it’s someone who will do it well, with honesty, reliability, and heart.
That’s how you build a great organization — one good person at a time..
