In a hiring market obsessed with ticking boxes, it is easy to lose sight of what actually makes a great employee. Job descriptions grow longer, requirements become stricter, and the search for the “perfect candidate” can unintentionally filter out the very people who would thrive.
As Senior Recruitment Specialist Karl Yellop puts it, “Hire for attitude and aptitude, then train for skill.”
This simple shift in mindset has significant implications for how organisations attract, assess, and ultimately invest in talent.
The Problem with the “Perfect Candidate”
Many hiring processes are designed to identify candidates who meet as close to 100% of the criteria as possible. On paper, this seems logical. In practice, it often leads to missed opportunities.
Karl explains, “From a recruiter's perspective, many employers miss out on excellent hires because they're searching for a ‘perfect match’ rather than the best person for the role.”
The issue is that technical skills, while important, are only one part of the equation. They are also the most teachable component. What is far harder to instil are the qualities that drive long-term success: reliability, curiosity, communication, and a strong work ethic.
Why Attitude and Aptitude Matter More
When you prioritise attitude and aptitude, you are hiring for potential rather than just current capability. This approach recognises that the best employees are not always the most technically complete on day one, but they are the ones most likely to grow, adapt, and contribute over time.
Karl highlights this clearly: “Technical skills can often be taught much faster than reliability, work ethic, communication, curiosity, and the ability to learn.”
These softer attributes influence how someone approaches challenges, collaborates with others, and responds to feedback. They are the foundation of long-term performance and cultural fit.
The Interview Dilemma: 90% vs 70%
A common scenario in hiring illustrates this perfectly. You may be deciding between two candidates:
One meets nearly all technical requirements but appears disengaged.
The other meets fewer requirements but shows enthusiasm, curiosity, and a willingness to learn.
Karl frames this decision in practical terms: “If you're interviewing two candidates and one has 90% of the technical requirements but seems disengaged, while the other has 70% of the technical requirements but is eager, coachable, and genuinely interested in the role, the second candidate often delivers far greater value over the next few years.”
The key phrase here is “over the next few years.” Hiring is not just about immediate output; it is about future contribution. A candidate with the right mindset will often close skill gaps quickly and go on to exceed expectations.
Shifting Your Hiring Strategy
Adopting this approach does not mean ignoring technical requirements altogether. Instead, it means rebalancing priorities:
Treat technical skills as trainable, especially where structured onboarding or mentoring exists.
Design interviews to assess mindset, not just experience.
Look for evidence of learning agility, curiosity, and resilience.
Value genuine interest in the role and organisation.
This shift also encourages more inclusive hiring practices. Candidates from non-traditional backgrounds or career changers may not meet every requirement, but they often bring fresh perspectives and high motivation.
Building for Long-Term Success
Ultimately, hiring is an investment. Organisations that focus solely on immediate capability risk building teams that plateau quickly. Those that hire for potential build teams that evolve, innovate, and grow stronger over time.
Karl’s advice serves as a reminder that great hiring is not about perfection; it is about potential. “Hire for attitude and aptitude, then train for skill” is not just a philosophy, but a practical strategy for building resilient, high-performing teams.