Why Shared Values Matter as Much as Skills in Hiring

In a recent LinkedIn post, Alvin Huang discusses how a candidate who looked ideal on paper became a poor fit for the team, prompting him to rethink the hiring process. This article reports on Huang’s account and recommendations; it is journalistic coverage of his post, not an article written by him.

“My best hire on paper turned out to be the wrong one”

When a skills checklist misses team fit

Huang says the candidate had the experience and track record the role required, and that the interviews went smoothly. The problem, in his account, was that the process assessed skills without examining how the person would work with the team. Over time, differences in approach created friction that affected colleagues.

“It was never a question of ability,” Huang writes, describing his decision to part ways respectfully and sooner than felt comfortable. He says the experience led him to rebuild the hiring process with values at the center of interviews. Although those conversations now take longer, he reports that the team is more settled.

Five practices Huang recommends

According to Huang, hiring for shared values should begin before candidates enter the process. He recommends defining the behaviors the team values and using them as a consistent standard in interviews. A clear set of expectations can also help candidates assess whether the workplace suits them.

Look beyond résumés and job titles

Huang suggests asking candidates how they handled specific situations in the past. He argues that these answers can reveal how someone approaches work more clearly than a list of previous roles. He also advises involving future teammates in interviews, both to surface potential mismatches and to give colleagues a role in welcoming a new hire.

“A small paid task shows how someone works and takes feedback.”

For a further view of how a candidate approaches work, Huang recommends a short, paid trial project. In his view, this gives both the team and the candidate useful evidence before they make a longer-term commitment.

Address a mismatch early

Huang’s fifth recommendation is to act early when the fit is wrong. He argues that a values mismatch is unlikely to resolve itself simply with time, and says a respectful conversation can protect both the team and the person involved.

“Skills get someone through the door. Shared values decide whether they make the team stronger once they’re inside.”

That distinction sums up the case Huang makes in his post: qualifications matter, but he believes the behaviors that shape daily collaboration also deserve deliberate attention. He frames values-based hiring as a way to reduce the strain a mismatch can place on colleagues, while giving candidates a clearer sense of what joining the team entails.

Huang closes by inviting readers to name a value they look for in every hire. His post also points prospective employers to free hiring frameworks from The Vault.