Hiring for Character and Competence

Hiring is one of the most important decisions a small business makes. A great hire can lift the whole team. A poor one can drain energy, damage culture and cost a great deal of time and money. Yet many owners hire quickly, based on a good conversation and a polished resume, and hope for the best.

Scripture offers wisdom for hiring, especially about the importance of character. This post combines that wisdom with practical steps for hiring well.

Looking at the heart

When the prophet Samuel was sent to anoint a new king, he was impressed by the appearance of one of Jesse's sons. God corrected him: "for man looketh on the outward appearance, but the LORD looketh on the heart." (1 Samuel 16:7, KJV). The person God chose, David, was the youngest son and had not even been invited to the gathering.

We cannot see hearts as God does. But we can be careful not to be swayed only by surface impressions, such as confidence, appearance or polish, and to look for evidence of character.

Jethro's advice to Moses about choosing leaders shows the same priority: "Moreover thou shalt provide out of all the people able men, such as fear God, men of truth, hating covetousness" (Exodus 18:21, KJV). Capability mattered. So did honesty and freedom from greed.

Define what you need

Before posting a job, write down:

• The core responsibilities of the role.
• The skills and experience truly required on day one.
• The skills that can be taught after hiring.
• The character qualities that matter most for this role and your team, such as honesty, reliability, teachability, kindness or initiative.

Being clear helps you evaluate candidates fairly and avoid hiring someone simply because you liked them.

Use structured interviews

A structured interview means asking every candidate the same core questions in the same way. This makes comparisons fairer and reduces the influence of first impressions or personal bias.

Prepare a list of questions tied to the skills and qualities you defined. Take notes during each interview, and rate answers against the same criteria.

Ask behavioral questions

Behavioral questions ask candidates to describe how they have handled real situations in the past. Past behavior is often a better guide than hypothetical answers. Examples:

• "Tell me about a time you made a mistake at work. What did you do?"
• "Describe a situation where you disagreed with a manager. How did you handle it?"
• "Tell me about a time you were asked to do something you thought was not right."
• "Describe a time you went beyond what was expected for a customer."
• "Tell me about a time you had to learn something new quickly."

Listen for honesty, ownership of mistakes and how they treated other people.

Test competence directly

When possible, include a short, practical exercise related to the work, such as writing a sample customer email, reviewing a simple spreadsheet or demonstrating a skill. Keep it brief and respectful of the candidate's time. If an exercise would take significant work, consider paying for it.

Check references carefully

References can reveal important information about character. Ask specific questions:

• "How would you describe their reliability?"
• "How did they handle mistakes or criticism?"
• "How did they treat coworkers and customers?"
• "Would you hire them again?"

Listen for hesitation as well as words.

Hire within the law

Employment laws protect candidates from discrimination. In many places, it is illegal to make hiring decisions based on characteristics such as religion, race, sex, age, disability, national origin or other protected categories, and it is wise to avoid interview questions about these topics entirely.

For most businesses, this means you should not ask candidates about their faith or church involvement, even if your faith shapes how you run your business. Some religious organizations have specific legal exemptions, but these are limited and complex. If you are unsure, talk with an employment attorney before hiring.

You can, however, clearly describe your company's values and the behavior expected of everyone who works there, and evaluate candidates on qualities such as honesty, reliability and how they treat others.

Take your time and pray

A rushed hire often becomes a costly mistake. Give yourself time to interview several candidates, check references and pray about the decision. Use a process like the one in praying through a business decision. Once you hire, welcome your new team member well, as described in welcoming a new hire well.

Frequently asked questions

Should I hire for skills or character?

Both matter, but many owners find that character is harder to change than skills. When choosing between candidates, a teachable person with strong character and solid basic skills is often a better long-term hire than a highly skilled person with character concerns.

Can a Christian business owner hire only Christians?

In most cases, ordinary businesses cannot legally make hiring decisions based on religion. Some religious organizations have limited exemptions. Talk with an employment attorney about what applies to your situation.

How many people should I interview for a role?

There is no fixed number, but interviewing several qualified candidates gives you a better basis for comparison and reduces the risk of hiring simply because someone was available.