August 11, 2026
Recruiting for values rather than just experience.
The strongest appointments are rarely made because someone has the perfect CV.
When organisations seek to appoint senior leaders, they often begin with a wish list.
Years of experience. Sector knowledge. Technical expertise. Previous job titles. Professional qualifications.
These are all important. But they are not the strongest predictors of long-term success.
After more than two decades in executive search, I recognise that the best appointments are rarely made because someone has the perfect CV. They succeed because their values align with the organisation’s purpose, culture and ambitions.
Experience gets someone through the interview.
Values determine whether they thrive once they’re in the role.
I’ve witnessed candidates with seemingly flawless credentials struggle because they approached leadership in a way that conflicted with the organisation’s culture. Equally, I’ve watched candidates who lacked one or two of the criteria on the person specification become transformational leaders because they shared the organisation’s beliefs and inspired trust from day one.
The question every appointments panel should ask is not simply, “Can this person do the job?”
It should also be, “How will this person do the job?”
For charities, heritage organisations, housing associations and purpose-led businesses, this distinction is especially important. Leaders make decisions every day where there isn’t a right answer in a textbook. Their judgement is guided by their values.
Do they genuinely collaborate, or simply talk about teamwork?
Do they empower others or seek to control every decision?
Are they motivated by service, impact and stewardship, or by status and personal advancement?
These qualities rarely appear on a CV.
They succeed because their values align with the organisation's purpose, culture and mission.
They emerge through a carefully constructed recruitment process,
That means designing interview questions that explore behaviour rather than rehearsed competency answers. It means speaking to referees about leadership style instead of simply confirming employment dates. It means involving a diverse interview panel that can assess cultural fit from different perspectives.
It also means being honest about your own organisational values.
Many employers proudly display words like integrity, inclusion, innovation and collaboration on their website. But unless those values are embedded in recruitment, they become little more than marketing slogans.
Candidates notice the difference.
One of the most effective interview questions I’ve ever used is remarkably simple:
“Tell me about a decision that was right for your organisation but personally difficult for you.”
The answer reveals far more than a polished presentation ever could. It uncovers integrity, resilience, self-awareness and the ability to balance competing priorities.
Recruitment should never become an exercise in appointing people who are just like us. Diversity of experience, background and perspective strengthens organisations. But diversity flourishes best when people share a common commitment to the organisation’s mission and values.
Technical skills can often be learned.
Knowledge can be acquired.
Experience grows over time.
Values are far harder to teach.
The most successful organisations recognise that recruitment is not simply about filling today’s vacancy. It is about shaping tomorrow’s culture.
Get that right, and you’ll build teams that stay longer, collaborate better, inspire greater confidence and ultimately deliver far more for the communities they serve.
In the end, organisations rarely regret appointing someone who genuinely shared their values. They are far more likely to regret appointing someone whose impressive experience masked a poor cultural fit.
Contact Us
For an informal and confidential discussion about this article, or on any other subject, please contact our Founder & CEO, Philip Nelson, on 020 3590 9978 or via email at philip.nelson@thehiringdept.com.
Philip has over twenty years of experience in charity governance and executive search and currently serves as a Trustee of Coram Beanstalk and as the Policy Development Lead for Heritage & Tourism at The Green Party.
