Hiring for Experience vs Hiring for Potential

Hiring managers love a sure thing. That’s why experience tends to win out – because it feels like a safer bet. If someone’s done the job before, they should be able to do it again, right?

But here’s the problem: experience isn’t always a predictor of future success. In fact, hiring solely on past experience can backfire. Meanwhile, high-potential candidates, those with the ability to learn, adapt, and grow, often end up outperforming their more "qualified" peers.

So, which one should you hire for? Here’s how to make the right call.

?

The Case for Experience

Experience is valuable – but only when it’s the right kind of experience.

When experience is a must:

??The job requires specialized, technical expertise (e.g., a neurosurgeon, senior AI engineer, or corporate lawyer).

??There’s no time for a learning curve – immediate execution is key.

??The role is high-stakes, and mistakes would be costly (think CFO or cybersecurity).

How to assess it:

• Instead of just checking years of experience, dig into the depth of their experience. Have they faced real challenges, or have they just "been around" without real impact?
• Look for growth within roles. Did they progress or stay stagnant?

?? The problem with prioritizing experience too much?

• Not all experience is valuable. Someone might have 10 years of experience but only 1 year of actual growth, repeated 10 times.
• They may struggle to adapt. If someone has been doing the same thing for years, they might resist new methods, especially in fast-changing industries.
• Burnout is real. An experienced candidate may look great on paper but could be disengaged, looking for an easy ride rather than a challenge.

?

?

The Case for Potential

High-potential hires thrive when:

?? The role is in a fast-changing industry where adaptability is more important than past knowledge (e.g., AI, digital marketing, or startups).

?? Creativity, problem-solving, and leadership matter more than specific technical skills.

?? You have the ability to train and develop talent in-house.

How to assess it:

• Look at their trajectory – have they rapidly picked up new skills, switched industries successfully, or taken on increasing responsibility?
• Test for learning ability. Ask how they approached a completely new problem or skill in the past.
• Evaluate mindset – do they seek challenges, or do they just follow instructions?

?? The challenge? Potential is harder to measure. A high-energy candidate sounds great in an interview, but will they follow through?

How to Strike the Right Balance

Here’s the reality: the best hiring decisions aren’t either/or, they’re a mix of both. The key is knowing when to weigh potential more heavily than experience (and vice versa).

?? For senior roles? Experience should take priority, but don’t overlook adaptability. Even seasoned professionals need to evolve.

?? For junior or mid-level roles? Bet on potential. The right hire will outperform a "safe" choice within months.

?? For roles where innovation is key? Prioritize learning ability over past experience.

Bottom line: Hiring for potential takes more effort: you need better onboarding, stronger mentorship, and a willingness to invest in talent. But if done right, it’s the smarter long-term play.

?

?

Wrapping Up

So, next time you’re hiring, ask yourself:

Do I want someone who’s done the job before?

Or someone who will redefine how it’s done?

If you found this article valuable:

• Follow me for more articles on remote team processes, tips and hiring ? Milos Eric
• Check out OysterLink, a new platform for restaurant and hospitality careers. Find jobs, career tips, and insights. Learn and grow with us ? https://oysterlink.com/

?