Clegg argues that hiring for values and cultural fit beats hiring for skills, which can be taught. He prefers coffee and lunch conversations to learn who candidates really are, and points to the Marine Corps sending top performers into recruiting as the model to follow.
When we talk to people, we sit there with their resume and we ask them questions about their resume, you know, and that has a role, but who are they as a person? And when I'm getting to know somebody as a candidate for a job, I want to talk to them socially. I want to go out for coffee with them, I want to take them for lunch. I want to talk to them about their family. I want to find out who they are. Because at the end of the day, what makes somebody a great contributor to our culture is their value set. If they're missing a skill set, we can teach that. It's really the values that. That make somebody a great contributor to culture. In the Marine Corps, for example, they take their best and brightest off the front lines, and they do a tour in recruiting. And that's because they want their best and brightest, the people who best embody the culture, the people who best embody the values, to go out and find people who they believe would continue to protect the values of the organization. And so I think that's what we should do as well. I think recruiting should be done by the best and brightest and smartest and the people who love the company and love the team, and. And they're super protective of the team. They should determine who gets in. They should be a part of it.
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