Why hiring for potential beats pedigree

The best hires aren’t always the ones with the most impressive CVs.

That’s because credentials don’t always translate to capability. And privilege isn’t the same as potential.

If you want to build a resilient, adaptable, high-performing team, you need to look past polished LinkedIn profiles and ask what this person could become. 

In this article, we’ll look into the hidden risks of hiring for pedigree, and what hiring for potential actually looks like. 

The problem with pedigree

Hiring for pedigree can be a trap disguised as a shortcut.

It feels safe to hire someone from a known brand or a top-tier university. 

You assume they’ve been vetted already, and that they’ve got the right stuff.

But here’s what you’re really doing when you rely too much on background:

• Shrinking your candidate pool to the privileged few
• Reinforcing systemic bias (especially around class, race, and gender)
• Confusing confidence with competence
• Rewarding performance in structured environments, not fast-moving ones

“When companies hire for pedigree, they’re often hiring for conformity, not creativity.”  - Joelle Emerson

What’s more, studies show that traditional markers of prestige aren’t strong predictors of job performance. 

One large-scale analysis from the Harvard Business Review found that ‘past success in a different context is only weakly correlated with success in a new one’.

What hiring for potential looks like

Hiring for potential means focusing less on what someone has done and more on what they could do. 

It’s about spotting:

• Problem solvers who thrive on ambiguity
• Learners who grow fast, even if they’re not polished yet
• People who haven’t had the perfect opportunities but have shown they can make the most of what they’ve got

This doesn’t mean lowering the bar. You still want high standards, but the metric isn’t pedigree, it’s progress, potential, and mindset.

Key traits to look for (beyond the CV)

When you hire for potential, you’re betting on transferable qualities that power long-term success.

Here are the big four to focus on:

1. Curiosity

People who ask questions, seek feedback, and love to learn will keep evolving, even if they start with gaps in their CV.

2. Adaptability

Can they handle uncertainty? Switch gears? Stay calm when things shift? These are core traits in any fast-moving business.

3. Growth mindset

Coined by psychologist Carol Dweck, this means believing skills can be developed and are not fixed. 

Look for those who embrace challenges, not avoid them.

4. Grit and gumption

Angela Duckworth defines this as perseverance and passion for long-term goals. It’s a better predictor of success than IQ or background alone.

“Talent counts. But effort counts twice.” - Angela Duckworth, Grit 

How to assess potential without relying on gut feel

If you’re not using credentials as a shortcut, you need a structured way to spot high-potential hires. Here’s what works:

1. Behavioural interviews

Ask about how candidates handled past situations that required adaptability, learning, or resilience.

For example: “Tell me about a time you had to solve a problem without clear guidance.”

2. Problem-solving tasks

Set real-world challenges relevant to the role, not just theoretical tests.

According to TestGorilla, employers who use skills-based hiring are 60% more likely to hire successfully

3. Values alignment

People who share your mission are more likely to bring energy, creativity, and loyalty regardless of background.

Try sharing your values in advance and asking how candidates connect with them.

4. Coachability tests

Give feedback during the process and see how they respond. 

Are they defensive? Curious? Adaptable?

The long-term benefits of hiring for potential

Hiring for potential isn’t just a feel-good strategy. It has tangible benefits for performance, retention, and culture.

You’ll build teams that are:

• More diverse because you’re not filtering out talent based on background
• More loyal because you’re giving people opportunities they may not get elsewhere
• More innovative because you’re hiring thinkers, not just executors
• More adaptable because people who’ve grown fast once will do it again

When hiring for potential, you get to shape talent, not just inherit it. You get team members who stretch into roles, rather than settling in.

“Most people are hired for what they’ve done but succeed because of who they are becoming.” -  Laszlo Bock, former SVP of People Operations at Google 

Key takeaways

The idea that someone’s background or degree defines their value is outdated and in today’s economy, it’s counterproductive.

Here’s what the evidence (and experience) tells us:

1. Pedigree doesn’t predict performance

Education and employer brand aren’t reliable indicators of future success. A US OPM study showed only modest correlation between education and job performance.

2. Potential is a better long-term investment

Attributes like grit, learning orientation, and adaptability are among the most consistent predictors of performance across industries.

3. Traits like curiosity and growth mindset matter more

LinkedIn reports that 89% of hiring failures stem from attitude, not skills. 

These traits are invisible on CVs but powerful in real-world performance.

4. Hiring for potential drives diversity and innovation

When you expand access, you increase representation, and the results follow. 

BCG found that diverse leadership teams generate 19% higher innovation revenue.

5. Teams hired for potential are more loyal and agile

Employees hired for their trajectory, not just their track record, tend to stick around, grow, and give more. 

They bring energy to the business because they see room to grow.

Examples of potential in action

This isn’t just theory. Some of the best-known companies actively hire for potential over pedigree:

• Google removed the requirement for degrees in many roles after internal research showed no correlation between school performance and on-the-job success. 
• Capgemini launched the Ignite programme to identify future consultants from non-traditional backgrounds, with standout results in performance and retention.
• Atlassian introduced ‘Team Anywhere’ hiring and focused on values and growth potential, leading to stronger diversity and better team cohesion. 

Your next step

Next time you’re hiring, pause before filtering by CV prestige or big brand experience.

Instead, ask if this person could grow in my organisation. 

Hire for what’s possible, not just what’s already polished. That’s how you build a team that outperforms and outlasts the competition.