Why You Shouldn’t Hire Based on Likability Alone

74% of companies admit to making at least one bad hire each year.
And no, it’s not always because the resume lied—it’s often because we got charmed.

Hiring managers, we’ve all been there: dazzled by a candidate’s magnetic personality, only to discover two months in that they were all sizzle, no steak. The reality is that effective hiring isn’t about filling a seat—it’s about talent optimization. And if your process is based on gut feelings and charisma, it’s time to rethink your strategy.

Let’s break down where hiring goes wrong—and how to hire objectively without sacrificing speed or culture fit.

The Likability Bias

Why it’s sabotaging your hires

Now, let’s talk about the allure of Mr. or Ms. Congeniality. We’ve all been there – swayed by a candidate who could charm the socks off a mannequin. It’s easy to get caught up in the razzle-dazzle of a sparkling personality. But here’s the punchline: being the life of the party doesn’t necessarily mean they’ll breathe life into the role at hand.

We love people who are like us. It’s human nature. So when a bubbly, extroverted candidate walks in, nails the small talk, and makes everyone laugh? We’re hooked.

But here’s the punchline:
Being likable doesn’t mean being a good fit.

This is especially true when leaders subconsciously try to “clone” themselves by hiring people they get along with. That likability bias can cloud judgment, leading to mismatches in skillset, behavioral fit, and long-term potential.

One of the biggest culprits?
Extroverts.

They shine in interviews. They connect. They charm. But unless your role requires constant collaboration, presenting, or social engagement, hiring the office comedian might not get you the last laugh. Behavioral job fit matters—and extroversion doesn’t equal performance.

Objective Hiring Starts with Behavior, Not Buzzwords

To fix the likability trap, you need a system rooted in data-driven hiring. That’s where talent optimization and tools like the Predictive Index come in.

Instead of guessing who will succeed, start by defining what the role actually needs:

• Is it a heads-down, independent worker?

• Someone comfortable with routine and process?

• Or someone who thrives on collaboration and problem-solving?

Once you know the behavioral requirements, you can assess candidates against those traits—not just their experience or interview vibe.

Smarting Hiring in 3 Simple Steps

Here’s how to build a more objective, efficient hiring process:

1. Define the behavioral needs of the role.
   (Not just the job description, how the work gets done.)

2. Use behavioral assessments to evaluate candidates.
   Tools like the Predictive Index measure work style, drive, and decision-making.

3. Only move forward with candidates who are a behavioral match.
   Even if they don’t check every box on the resume.

By assessing first, you’ll save time during the phone screen and interview process because you’re moving forward with candidates whose behaviors are predisposed to succeeding at the job, even if their experience is a little lacking. Because here’s the truth: You can train skills. You can’t train someone to love spreadsheets, structure, or solo work.

When the Charmer Becomes a Flight Risk

Let me share a story that underscores this point. A company once hired a candidate, we’ll call them Jerry.

Friendly, extroverted, total interview rockstar. Jerry crushed the hiring process.

But two months in? Miserable.
Turns out, the role demanded deep focus, independence, and minimal social interaction. Jerry, a natural people-person, was stuck in spreadsheet land—and spiraling fast. Productivity tanked. Morale dropped. And Jerry was already eyeing the exit.

The lesson?
Even qualified, well-intentioned hires fail when their behavioral needs don’t match the job.
It wasn’t about skills. It was about fit.

Your Secret Weapon for Smart Hiring

So what do you do, if you’re stuck in a revolving door of candidates? You get data.

Want to stop guessing and start predicting success?
Use the Predictive Index behavioral assessment to:

• Define job benchmarks based on real behavioral data

• Evaluate candidates before the first interview

• Identify coaching strategies and potential red flags

If Jerry’s manager had known the job required autonomy and quiet focus, they could’ve saved everyone the pain. Either by hiring differently—or by designing the role to flex for Jerry’s extroverted needs.

That’s the power of aligning work styles to job demands.
It leads to higher engagement, better performance, and lower turnover.

Stop Hiring on “Gut Feeling”

If you’re tired of hiring people who look great on paper but fall flat in the role, it’s time to shift your approach.

Talent optimization isn’t fluffy HR speak—it’s your competitive advantage. By aligning candidate behaviors with role requirements, you create a workforce that’s not just capable, but energized and productive.

And no, this isn’t a feel-good move.
It’s a business strategy.