Introduction

Recruitment and selection are crucial processes that significantly impact the success of any organisation. However, line managers often encounter pitfalls when hiring, particularly when under pressure to fill vacancies. These mistakes can result in sub-optimal hires that fail to meet the organisation’s needs or align with its goals. Using the CFM model—Competence, Fit, and Motivation—managers can avoid these pitfalls and make more informed decisions.

This post explores the three most common recruitment pitfalls, provides practical solutions, and highlights when—and how—it is acceptable to compromise.

The CFM Model: A Brief Overview

Before diving into the pitfalls, let us unpack the CFM model:

1. Competence: Does the candidate have the necessary skills, experience, and qualifications to perform the role?
2. Fit: Will they align with the organisation’s culture, values, and team dynamics?
3. Motivation: What drives the candidate to want this job? What is their “prize,” and how does it align with the role and organisation?

By evaluating candidates against these three criteria, managers can ensure a holistic and strategic approach to hiring.

Pitfall 1: The Best Candidate Is not in the Pool

One of the most common mistakes managers make is feeling pressured to select a candidate from the available pool, even when none meet the CFM criteria optimally.

Why This Happens:

• Time pressure: Vacant positions disrupt workflows, and managers feel the urgency to fill them quickly.
• Assumption of scarcity: Managers may believe they will not find better candidates if they extend the search.
• Cost concerns: Re-advertising and extending the hiring timeline can increase costs.

The Result:
By choosing the “best of the pool,” managers risk hiring someone who lacks competence, fit, or motivation, leading to underperformance, misalignment, or high turnover.

Solution:

• Pause and reassess: Instead of rushing to hire, take the time to re-evaluate the job advertisement and selection criteria.
• Broaden the search: Consider alternative sourcing methods, such as leveraging professional networks, industry-specific job boards, or recruitment agencies.
• Recalibrate the job description: Ensure it accurately reflects the CFM criteria to attract the right candidates.

Pitfall 2: Failing to Re-advertise When the Pool Is Sub-optimal

Another trap is hesitating to re-advertise the position when the candidate pool is not strong enough.

Why This Happens:

• Cognitive bias: Managers convince themselves that one of the candidates will “do for now.”
• Overlooking long-term impact: The immediate need to fill the vacancy overshadows the potential long-term consequences of hiring the wrong person.
• Perceived inefficiency: Re-advertising is seen as backtracking or wasting time.

The Result:
Managers compromise by selecting a “good enough” candidate rather than the right one, leading to a mismatch in the CFM criteria.

Solution:

• Shift the mindset: Emphasise the importance of hiring for long-term success rather than short-term convenience.
• Involve HR early: Partner with HR professionals to identify whether re-advertising or adjusting search strategies is the best course of action.
• Be transparent: Communicate openly with stakeholders about the need to ensure the right hire, even if it means extending the timeline.

Pitfall 3: Hiring the Best Competitor, Not the Best Candidate

This pitfall occurs when managers mistake excellent performance in the selection process for suitability for the role.

Why This Happens:

• Charismatic candidates: Some individuals excel at interviews, assessments, and other selection activities but may lack the substance to perform in the role.
• Over-reliance on traditional methods: Managers may weigh interview performance too heavily, neglecting other aspects of the CFM model.
• Confirmation bias: A candidate’s confident presentation may lead managers to overlook gaps in competence or fit.

The Result:
The organisation hires someone who “wins the race” but fails to deliver in the role, often due to misalignment with job requirements or organisational culture.

Solution:

• Structured assessments: Use competency-based interviews, work samples, or practical tasks to evaluate candidates against real job requirements.
• Multi-stage evaluation: Include behavioural and situational assessments to gauge fit and motivation alongside competence.
• Involve multiple evaluators: A diverse interview panel can help counter individual biases and provide a more rounded assessment.

When—and How—to Compromise

While the CFM model encourages rigorous evaluation, there may be situations where compromise is unavoidable. If compromise is necessary, I always advise line managers to consider this golden rule:

“Hire for attitude, train for skills.”

Why?

• A candidate who is an ideal fit with the organisation’s character and culture is more likely to succeed long-term, even if their current competence falls short.
• Motivation and cultural alignment are far harder to train than skills.

How to Apply This Approach:

• Invest in development: If a candidate demonstrates strong fit and motivation, create a robust training plan to address gaps in competence.
• Support their growth: Provide mentoring, coaching, and access to resources to help them succeed in the role.
• Set clear expectations: Be upfront about the development required and establish milestones to track progress.

By prioritising attitude and cultural fit, organisations can build stronger, more cohesive teams while equipping employees with the skills they need to thrive.

Practical Tips for Applying the CFM Model

1. Start with clarity: Ensure the job description and criteria align with the CFM model.
2. Invest in preparation: Spend time creating robust assessment methods to measure competence, fit, and motivation accurately.
3. Focus on quality over speed: Resist the urge to rush the process. The right hire is worth the wait.
4. Review and refine: After each hiring round, reflect on what worked and what did not to continuously improve your recruitment process.

Wrapping It Up

Recruitment is both an art and a science, and pitfalls are inevitable when decisions are made under pressure or with incomplete information. By adopting the CFM model, addressing these three common mistakes, and understanding when and how to compromise, managers can improve their hiring outcomes.

Remember, the goal is not to hire the best competitor or the most convenient option—it is to hire the right person for the job. And when compromise is necessary, always remember:

“Hire for attitude, train for skills.”