Hiring Secrets from a 30-Year Hiring Veteran

Hiring is an art—and as someone on both sides of the desk, I’ve seen it all. Over my 30-year career, I’ve hired more than 1,000 people. I’ve learned what works, what doesn’t, and why some candidates stand out while others fade into the background.

Let’s take a closer look into what really goes on in a hiring manager’s mind and what job seekers need to know to nail their next opportunity.

Hiring Managers Want You to Succeed

Here’s a little secret: as a hiring manager, I want to hire you. I’m rooting for you to succeed. When I post a job, it’s because I need help. I am looking for someone who fits the role, meets the requirements, and can hit the ground running. I also have a day job, so hiring is yet another thing added to my already jammed calendar.

But key things candidates do—or don’t do—make this process more difficult than it needs to be.

The Dealbreaker Questions

When I post a job, I’m crystal clear about the role, the expectations, and the skills required. For example, I recently included three make-or-break questions in a job posting. These questions were designed to filter out candidates who didn’t meet the most critical competencies that would be required for them to be successful in the role

But here’s what happened: many applicants clicked “yes” on all three questions, even if they didn’t actually have those skills. This tactic doesn’t help anyone. Not only does it irritate me as the hiring manager, but it wastes your time. Your résumé will be rejected. If you don’t meet the requirements, clicking “yes” isn’t going to fool anyone.

Titles Matter

The first thing I look at on a resume is the title. If I’m hiring for an “Outbound Sales Leader,” I expect to see a title like that—or something closely related—at the top of your resume. Instead, I often get resumes with titles like “Chemistry Expert,” “French Tutor,” or “Logistics Manager.”

Even if those candidates have transferable skills, mismatched titles suggest a lack of attention to detail. It’s a simple fix that can make or break your chances. If your resume doesn’t show that you’ve already been successful in a similar role, it’s unlikely to make the cut.

Numbers Speak Louder Than Words

Generic phrases like “responsible for” don’t tell me anything. There are plenty of people who are responsible for things, and they don’t execute. I want specifics: What was your conversion rate? What CRM tools did you use? Show me the numbers and the outcomes. Hiring managers are scanning for proof that you’ve already excelled at this job's tasks.

And let’s talk about résumé layout. I skim the top half first, then jump to the bottom to check your credentials. If those sections don’t impress me, I won’t spend time on the middle. And please, leave out hobbies like “travel” and “listening to music.” Most people enjoy those things—it doesn’t set you apart and can come across as distracting.

Timing is Everything

The best way to stand out? Be strategic. Be one of the first to apply. When I post a job, I’m eager to fill the position quickly. If your application comes in early, you’re more likely to get more attention. If you missed that opening, definitely avoid the onslaught on Monday mornings.

The same goes for scheduling interviews. Choose the earliest available slot, preferably earlier in the day and mid-week. Avoid Monday mornings and Friday afternoons—those times are often chaotic for hiring managers. A little empathy for their schedule can go a long way.

Creative Visibility: The Right and Wrong Way

There are clever ways to grab a hiring manager’s attention, but they need to be relevant to the role. For example, I know of someone who sent a shoe to a CEO with a note saying, “I just wanted to get a foot in the door.” While it was memorable, it didn’t demonstrate his qualifications. He got the job, but it didn’t work out because he wasn’t the right fit.

Contrast that with a candidate who recently texted me directly after finding my number. His message was polite, professional, and tailored to the job description. He highlighted his relevant skills and experience, skipping the gimmicks. That level of initiative and relevance caught my attention in a way that made sense for the role.

Now this isn’t a call to start messaging hiring managers on their private lines, as many may not appreciate the invasion of privacy. However, in this particular instance, the approach stood out and ultimately helped him get the job.

Overqualification Isn’t Always a Plus

Sometimes, I receive resumes from highly accomplished people—executives, PhD holders, and other impressive candidates. However, I’ve learned that hiring someone overqualified often leads to frustration on both sides. They may learn the job quickly, but they’re likely to leave just as fast, realizing it’s not the right fit.

It’s better to find a role aligned with your experience and aspirations. Being overqualified doesn’t guarantee success—it can work against you.

Closing the Deal

Hiring is a two-way street. As a candidate, your job is to make it easy for the hiring manager to say “yes.” Be honest about your qualifications, tailor your résumé to the role, and show evidence of your success. And remember, little details—like timing and empathy for the hiring process—can make a big difference.

Ultimately, hiring managers are looking for someone who can solve their problem. Show them you’re that person, and you’ll set yourself apart from the crowd.

You’ve got this.