Trick or Treat? How to Spot 'Fake' vs. 'Real' Talent in Recruitment

As Halloween approaches, it’s fair to begin discussing one of the tricks and treats of the recruitment world: talent identification, the process of separating the fakes and great talent that seemingly appear perfect on paper. Just as some children on Halloween put on costumes, there are those candidates who pretend to possess some skills or experience to fit the mould but might not be precisely right for the job. Let us explain how to identify the different personas that are genuine and simply masquerading.

1. Do Not Forget About Resume Bait And Switch

A resume is one of the very first documents that ought to help determine if and how legitimate the candidate is in contention. Do not merely fall into the "shiny costume" of job titles and industry jargon; instead, try to find out if they have achieved real growth or experience. Does what they say about their career growth match their capabilities? Look out for gaps in the timeline, bulged-up responsibilities, or exaggerated statements that are loosely phrased and seem to be expected; these are all signs of a smokescreen.

Tip: Towards the beginning of the process, if the candidate is still in their probationary phase, conduct strong questioning based on skills to ensure that the applicant sues the allegations made on their CV with real-life evidence.

2. Caution with a "Jack of All Trades"

When the candidate tries to brand himself/herself as a specialist in too many things, it can cause alarm. There is no crime in being a jack of many trades, but many candidates who portray themselves as competent in almost every single possible skill set may not be telling the truth. There are times when this “jack of all trades” mentality covers up poor performance in critical areas.

Tip: Probe into the details. For each skill the candidate claims to have, ask for one specific project or achievement that validates that skill to gauge their understanding.

3. Search for Core Value but Not the Flash

Candidates can shine during the interview with interesting backstories and structured responses but not have the core you are looking for. The real “treat” is someone who faced particular problems at work and knew how to resolve them and what came out.

Tip: Make it a point to ask interview questions that require candidates to describe how they did something rather than what they did. There are real reasons why talent should always be able to have examples ready that demonstrate their authenticity.

4. Assess Cultural Fit – The Untapped Talent Identifier

It may be the case that, more than the actual skills, the person’s fit in the organisation is the true talent. A person who is a ‘treat’ adds value to the teams’ work culture and can fit into the broader organisation’s values, however a person who is a ‘trick’ is someone who may have the right qualifications but does not possess the necessary values.

Tip: Include questions on teamwork, interaction with others and ability to change to overcome obstacles in the interview. Show them how far they can stretch different cultures to suit different stereotypes and ask how to deal with colleagues.

5. Watch Out for Fads and Faddish Skills

Right now many resumes are stuffed with fashionable terms and skills like AI and project management, there are endless popular skills. While they sound quite desirable, they, at times, could even be sloth costumes. Get candidates who know how to speak of these skills in a way that addresses the needs of the organisation, not just flowery language for the sake of it.

Tip: Encourage the candidates to tell how they used certain skills during their work. A candidate who can most likely articulate what they excelled at by employing a rather fashionable skill will fit in quite well. 

6. Empathise with “Being Ghosted”

Ghosting, which is quitting communication with the recruiters in the most common and typical stages of their recruitment, is a concept that is frequently disregarded but is a good indicator of negativity. It may mean there was insufficient engagement in reality. Likewise, such is the case if the applicant seems to jump from role to role more frequently than would otherwise be deemed normal, but hasn’t been in a position for long enough to demonstrate any real progress. 

Tip: Explain to the applicants that the idea is to assess their level of investment in the available positions. This can be done by asking questions regarding their reason for obtaining employment, and quite specifically the reasoning with regard to the organisation in question. The real deal will be those who actually can feel the no-ma as well as the more tangible aspects of the mission and the goals. 

7. Get the Referrals and References as the Final Show of Candidate’s Identity  

Introduction and endorsement are the two most telling aspects of a candidate’s personality, which can quite ironically be believable. In this modern-day world, anyone can act in a certain way during an interview but references talk about a candidate's actual job, attitude, and dependability in the past job.

Tip: Include reference checks when considering applicants as a basic requirement. Highlight talking directly to the candidate’s previous managers or coworkers who can verify the candidate’s ability and compatibility, as there are always those who can fake it but may not make it.

With so many fakes out there, it can be difficult to locate genuine talent, yet by determining reality and value substance, someone can identify candidates who can add value to the organisation. First, focus on the real talent, parameters such as keywords or flawless interviews are not real talent; focus on what matters, past experience, cultural fit, and genuine motivation to help the organisation in any possible way integrate and succeed.

Let’s hope your search takes you to all treats and not a single trick, happy recruiting!