Mind Over Merit

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Candidates who receive job offers are 12 times more likely to receive praise for personality than for concrete skills, notes Textio in the Interview Feedback in 2025 report. Meanwhile, interviewers rarely mention specific capabilities, such as problem solving and technical competence, in their assessments. Managers usually "make hiring decisions and performance evaluations based on vibes rather than concrete performance examples," the report states. The talent optimization platform provider analyzed more than 10,370 interviews involving 4,000 candidates.

Candidates who receive job offers are 12 times more likely to receive praise for personality than for concrete skills, notes Textio in the Interview Feedback in 2025 report. Meanwhile, interviewers rarely mention specific capabilities, such as problem solving and technical competence, in their assessments. Managers usually "make hiring decisions and performance evaluations based on vibes rather than concrete performance examples," the report states. The talent optimization platform provider analyzed more than 10,370 interviews involving 4,000 candidates.

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According to the report, "vibe hiring" matters because companies want high performers who not only produce high-level work but also improve team culture.

According to the report, "vibe hiring" matters because companies want high performers who not only produce high-level work but also improve team culture.

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For instance, Clevry's Hiring Intelligence Report: Q1 2025 shows a growing demand for personality attributes such as resilience, calmness, adaptability, and structured thinking. The former two of those traits are critical in high-pressure roles because they show emotional regulation and stress tolerance, the Clevry report notes.

For instance, Clevry's Hiring Intelligence Report: Q1 2025 shows a growing demand for personality attributes such as resilience, calmness, adaptability, and structured thinking. The former two of those traits are critical in high-pressure roles because they show emotional regulation and stress tolerance, the Clevry report notes.

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But companies that hire for personality may fall victim to bias. The Textio analysis reveals that women received 17 percent more feedback than men, but that feedback included labels such as "pleasant" (25 times more than men) or "bubbly" (11 times more than men) compared to men's "confident" (seven times more than women) or "level-headed" (7.5 times more than women).

But companies that hire for personality may fall victim to bias. The Textio analysis reveals that women received 17 percent more feedback than men, but that feedback included labels such as "pleasant" (25 times more than men) or "bubbly" (11 times more than men) compared to men's "confident" (seven times more than women) or "level-headed" (7.5 times more than women).

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Job candidates also conduct their own interview evaluations, states a 2024 Gallup article, "The Lasting Impact of Exceptional Candidate Experiences." Those applicants tend to choose where they work based on how well the interview goes. The research demonstrates that employees who accepted a new job within the previous five years had an "exceptional" candidate experience—one where companies provided an accurate and transparent preview of the work environment—with their organization. Such candidates are 3.2 times more likely to strongly agree that they feel connected to their company's culture. Additionally, those workers are three times as likely to be "extremely satisfied" with their work.

Job candidates also conduct their own interview evaluations, states a 2024 Gallup article, "The Lasting Impact of Exceptional Candidate Experiences." Those applicants tend to choose where they work based on how well the interview goes. The research demonstrates that employees who accepted a new job within the previous five years had an "exceptional" candidate experience—one where companies provided an accurate and transparent preview of the work environment—with their organization. Such candidates are 3.2 times more likely to strongly agree that they feel connected to their company's culture. Additionally, those workers are three times as likely to be "extremely satisfied" with their work.

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Almost half of Gallup's respondents said the interviews they had with their future supervisor had the most influence on their decision to select a particular job. Interviewers can make a good impression on job candidates by creating structured interviews, treating candidates with respect, and using interviews to highlight company culture, Gallup concludes.

Almost half of Gallup's respondents said the interviews they had with their future supervisor had the most influence on their decision to select a particular job. Interviewers can make a good impression on job candidates by creating structured interviews, treating candidates with respect, and using interviews to highlight company culture, Gallup concludes.

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Companies can also use inclusive language in job postings to attract candidates and promote engagement before an interview occurs. For example, McLean & Company's HR Trends Report 2024 found that using inclusive language that avoids stereotyping, stigmatizing, trivializing, or excluding people can attract candidates, improve retention, and make employees feel safe at work.

Companies can also use inclusive language in job postings to attract candidates and promote engagement before an interview occurs. For example, McLean & Company's HR Trends Report 2024 found that using inclusive language that avoids stereotyping, stigmatizing, trivializing, or excluding people can attract candidates, improve retention, and make employees feel safe at work.