When to Hire for Potential Instead of Experience

A guide to recognizing and evaluating candidates who can grow into a role, not just check boxes today.

For many hiring managers, the safest choice on paper is the one with the most experience. It’s understandable — experience feels measurable and reduces risk. But in small and mid-sized teams, the “most experienced” candidate isn’t always the best long-term fit.

Sometimes, the smarter hire is the one with potential — the candidate who can grow quickly, adapt, and bring fresh energy to the team.

Here’s how to know when that approach makes sense, and how to evaluate potential with confidence.

When It Makes Sense to Hire for Potential

Hiring for potential works best in roles where:

• The job can be learned with structured training or mentoring.
  If the right mindset and core skills are in place, specific processes or tools can usually be taught.

• The company or role is evolving.
  When the work itself will look different in 6–12 months, hiring someone adaptable can be more valuable than hiring someone narrowly experienced.

• You’re building a bench for the future.
  If your goal is to grow your next supervisor, project lead, or account manager, look for curiosity, initiative, and emotional intelligence — not just time in the industry.

• You can’t find experienced talent in your budget or market.
  Instead of overpaying for a perfect résumé, consider someone with 70% of the requirements and 100% of the motivation.

What Potential Looks Like in an Interview

It’s easy to say “hire for attitude,” but potential shows up in more specific ways. During interviews, look for:

• Curiosity.
  Do they ask thoughtful questions about how things work, why processes exist, or where they can contribute?

• Coachability.
  How do they respond when given feedback, hypothetical challenges, or scenarios they haven’t faced before?

• Learning agility.
  Have they learned new tools, roles, or industries in the past? Ask for examples.

• Ownership mindset.
  Do they take responsibility for outcomes, even when something wasn’t entirely in their control?

• Communication and problem-solving.
  Can they explain how they approach challenges or make decisions — even if they lack direct experience?

How to Evaluate Potential Objectively

Hiring for potential doesn’t mean guessing. You can structure your process to make it fair and measurable:

• Use scenario-based questions.
  “What would you do if…” questions help reveal how candidates think, not just what they know.

• Test for learning and adaptability.
  Ask about the last time they were asked to do something completely new — what did they do first?

• Pair interviews with practical exercises.
  Short assessments or problem-solving tasks show how they learn and communicate under light pressure.

• Check references for growth, not just performance.
  Ask past managers: “How quickly did they pick up new responsibilities?” or “How did they handle mistakes early on?”

What Managers Need to Do Differently

Hiring for potential works best when the environment supports it. That means:

• Offering clear onboarding and expectations

• Giving regular feedback early and often

• Setting development goals with measurable milestones

• Creating small stretch opportunities that build confidence and skill

Potential only turns into performance when it’s supported.

The Bottom Line

Hiring for potential isn’t about lowering your standards — it’s about broadening your perspective.

Experience can tell you where someone’s been.
Potential tells you where they can go.

When you find a candidate who’s motivated, adaptable, and eager to learn, you’re not just filling today’s role — you’re investing in tomorrow’s success.

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