Why You Should Hire for Potential (Not Experience)
Recruitment is tougher than ever. Roles are evolving faster than job descriptions can keep up. Talent pools feel dry, and candidates with the exact experience you’re looking for might not even exist yet. So why are so many companies still clinging to outdated hiring filters?
If you want to future-proof your workforce, it’s time to rethink how you assess talent – and put potential above experience.
Experience ≠ future success 🔮
The old way of hiring assumes the past is the best predictor of future performance. But in 2025, the working world is transforming far too fast for that logic to hold.
Consider this: more than 10% of professionals hired today are in jobs that didn’t exist in 2000. By 2030, 70% of the skills used in most jobs will change, with AI emerging as a catalyst. (LinkedIn). We’re increasingly hiring people into roles where no one has prior experience, because the experience doesn’t exist yet.
Hiring someone because they’ve “done it before” doesn’t mean they’ll be equipped for what comes next.
What it means to hire for potential 👀
When you hire based on potential, you focus on core capabilities – things like problem-solving, adaptability, communication, and a drive to learn – rather than rigid checklists of past roles or specific experience.
That might mean choosing someone who’s changed industries, is early in their career, or hasn’t followed a traditional path. But it also means choosing someone who could grow into the role and beyond it, rather than someone who’s already done it all and is looking for their next lateral step.
Why it matters more than ever 💝
1. It expands your talent pool at a time when you need it most
Skills-first hiring gives you access to talent you might otherwise overlook. In AI-related roles, using a skills-based approach actually increases the global talent pool by 8.2x: far more than in other fields (LinkedIn). That’s a massive opportunity for organizations that are struggling to fill emerging roles with rigid job criteria.
And there’s a growing recognition that potential-focused hiring is the way forward: 81% of global leaders now say skills-based strategies drive growth (Workday).
2. It helps you build a more diverse and dynamic workforce
The people with the most potential don’t all look the same on paper – and that’s a good thing. By removing the experience filter, you open the door to non-traditional candidates, career switchers, and untapped talent. That kind of diversity leads to better ideas, stronger teams, and improved performance over time.
And it’s not just about inclusion – it’s about innovation. People who bring different perspectives are more likely to challenge the status quo, try new things, and spot opportunities others miss.
3. It’s how you build workforce agility
Almost 40% of CHROs say there isn’t enough long-term planning for workforce needs – and another third say they’re stuck focusing on short-term demands (Korn Ferry).
Hiring for potential helps shift that balance. You’re not just filling a gap today; you’re investing in someone who can grow into future roles, evolve with your business, and even help shape it.
And the best part? High-potential candidates are often the most engaged. They’re learning, stretching, and proving themselves, and that drive can be a powerful force within your teams.
4. It gives you a competitive edge
Only 17% of employers feel ready to implement a skills-based hiring strategy, even though many more (39%) agree it’s the right direction (Korn Ferry). That means if you start now – building the processes, assessments, and mindsets required to hire for potential – you’re ahead of the curve. You’ll be better positioned to attract great people, adapt quickly, and scale sustainably.
So… How do you actually hire for potential?
It starts with clarity. What really matters in the role? Which core skills and traits predict success – and which ones can be taught?
Once you’ve defined that, consider:
- Rewriting your job descriptions to focus on skills, not credentials
- Using assessments or simulations to gauge aptitude rather than history
- Exploring adjacent industries or untapped markets for high-potential talent
- Running hiring sprints or hackathons where performance speaks louder than résumés
And most importantly: train your hiring teams to look for trajectory. The best candidates might not tick every box today, but they’re already moving in the right direction.
“We talk about hiring for potential, but we rarely do it well. What we need to hire for is the potential to learn.” – Wagner Denuzzo
Promote for potential, too ☝️
This doesn’t stop at recruitment. Many companies still promote people based solely on past performance or tenure, and then wonder why those leaders struggle to inspire and adapt.
If you apply the same logic internally as you do during hiring, you’ll find a rich pool of future leaders already in your ranks.
Build a system that unlocks potential 🔓
Hiring for potential works best when your organization is ready to nurture it. That means creating clear career paths, investing in learning and development, and giving people real opportunities to grow.
No wonder 70% of HR professionals say their organization is prioritizing upskilling in 2025 (LinkedIn). They know the future belongs to companies that develop, not just acquire, talent.
The world of work is changing faster than résumés can capture. Hiring for potential isn’t just a nice idea: it’s a business imperative. When you build a culture that values learning, growth, and adaptability, you unlock people’s full potential – and your company’s.