Top Skills Hiring Leaders Seek in Middle Managers Today

By: Supraja Mohanty and Charulatha

What Makes Candidates Unsuitable for Hiring

There is a common theme among companies where candidates are not necessarily rejected based on a lack of competency but rather because there is some misalignment in their behaviour and thinking. Consequently, the assessment process extends well beyond the candidate’s CV and experience to encompass much more. 

Deepali Bhardwaj, Regional HR Director- South West Asia, IHG Hotels & Resorts makes this very clear by saying that technical strength alone is usually  not  enough. She says, “Candidates are often unsuitable not because they lack skills, but due to behavioural and cultural misalignment.” Even strong profiles can make people worry when certain signals show up during conversations. “Even with strong experience, red flags such as inconsistent responses, poor self-awareness, or lack of ownership can indicate deeper concerns.”

How candidates present themselves in context is what really matters. “How a candidate shows up, through integrity, collaboration, and openness matters as much as what they have delivered.”

At higher levels, this is even more important because the role goes beyond just making a contribution. “Cultural impact is critical; tendencies like low empathy, or a ‘me over team’ mindset can create long-term disruption,” she adds, noting that leadership today is as much about alignment as it is about execution. “Expectations also vary by level: at senior roles, it’s not just about individual impact, but the ability to align teams, bring people along, and deliver on organizational objectives.” In the end, “inconsistencies in behavior and mindset outweigh technical capability.”

Aparna Vishwasrao, CHRO, USV adds to this by giving a more structured and useful view of how hiring decisions are often made. “First, if a candidate at the middle management level does not have the required depth of functional or technical skills, I consider them unsuitable.”

Context is just as important as ability. “Second, I consider whether the candidate can fit the business cycle or the stage of the company. For example, a person who has worked in an established organization might find it hard to work in a startup setting, despite his or her good functional skills.”

Intent is just as important. “Third, I evaluate the interest and enthusiasm of the candidate in the position, whether they have done research on the company, considered the position, and are interested.” And lastly, smaller but still important signs can also affect choices. “Also, other aspects such as bad reference checks or not being serious can render a candidate ineligible.”

This indicates that hiring decisions are based on more than just what candidates bring to the table. They also depend on how well candidates fit with the role, the company, and the expectations that come with it.