People Get Hired for What They Can Do and Fired for Who They Are

Every leader knows the truth of this statement: “People get hired for what they can do and fired for who they are.”

Turnover is one of the most expensive and disruptive issues facing organizations today. In 2024, the U.S. economy lost an estimated $1.3 trillion due to voluntary and involuntary turnover. For individual companies, the cost of a single mis-hire can run anywhere from three to five times that employee’s annual salary. In senior leadership roles, the figure can soar much higher.

Think about what that means in real terms: if you hire a manager at $100,000 and they turn out to be the wrong fit, you could be looking at $300,000–$500,000 in losses once you add up the true costs. And it’s not just the paycheck. It’s the management hours, the onboarding and training time, the dissatisfied customers, the rework, the compromised processes, and the ripple effect on morale. It all adds up fast.

The Tale of Two Hires

Chances are, you’ve seen both of these scenarios play out:

• The Mis-Hire: Someone wows you in the interview. Great résumé. Great references. They check all the boxes. But once on the job, they make excuses, miss objectives, and ignore accountability. Worse, they don’t align with your company values. You coach, you train, you hope, but they just don’t turn the corner.

• The Right Fit: Then there’s the gem. No batteries required. They show up aligned, engaged, and ready to contribute from day one. They add value not just through what they do, but through how they show up. They energize the team, reinforce your culture, and you find yourself saying, “We’re lucky to have them.”

Every leader wants more of the second type. The question is: How do you improve your hiring batting average and consistently bring in the right people?

Why Most Companies Get It Wrong

The mistake many organizations make is hiring for skills alone and hoping the “soft stuff” works itself out. But skills are only part of the equation. What predicts long-term success is behavior—how someone thinks, acts, interacts, and what drives them at their core.

Hiring for skills without evaluating behaviors is like hiring an athlete based solely on their stats without ever watching them play. On paper, they look great. In practice, they may sink your team.

A Systematic Approach to Hiring

The companies that consistently get hiring right don’t rely on gut feelings or résumé polish. They use a systematic, behavioral-based hiring process designed to evaluate the whole person. Here’s how:

1. Anchor to Core ValuesDefine the non-negotiable standards that sustain your reputation, profitability, and customer trust. Every role should connect back to your organizational values.

   
   

2. Clarify Objectives & KPIsSpell out exactly what success in the role looks like—objectives, timelines, and measurable outcomes.

   
   

3. Define Critical BehaviorsIdentify six to nine behavioral traits that drive success in this role. Cover all four categories:

   • Thinking (problem-solving, decision-making)

   • Acting (execution, follow-through)

   • Interacting (collaboration, communication)

   • Motivations (what drives their energy and focus)

     
     

4. Build a Behavioral Interview FrameworkUse structured, behaviorally anchored questions that reveal how a candidate has acted in real-life situations. Don’t just ask what they would do, ask what they have done.

   
   

5. Hire Slowly, Fire QuicklyRushed hires almost always backfire. Invest upfront in the selection process, and if it becomes clear someone is the wrong fit, cut losses early.

The Payoff

When you commit to a disciplined behavioral hiring process, the benefits compound:

• Faster ramp-up time

• Increased productivity

• Stronger alignment to values and culture

• Higher retention rates

• Lower management frustration and burnout

Why Behavioral Interviewing Works

Experience can be valuable, but it’s not predictive. Every company has its own structure, processes, and culture. A résumé can’t tell you if a person will thrive inside your ecosystem. Behavior, however, reveals the truth.

That’s why behavioral interviewing outperforms traditional methods. It predicts not only if someone can do the job, but also if they’ll do it consistently, in alignment with your values, and in a way that strengthens your culture.

The reality is, most managers spend 80% of their time trying to fix the bottom 20% of performers. The smarter approach? Select better from the start.

The Future of Your Workforce Depends on It

Yes, building a behavioral hiring system requires planning, training, and discipline. But the payoff is undeniable: a workforce aligned with your mission, values, and goals. One that drives both performance and culture forward.

The choice is clear: keep losing money and morale to poor hires, or invest in a process that ensures you only bring in the right people.

The future of your company (and your sanity as a leader) depends on it.

👉 Want to learn how to implement a Values-Based Behavioral Interviewing (VBBI) system in your organization? Explore our program here!