In hiring, it’s easy to focus on the tangible: skills, credentials, and experience. But according to organizational leadership expert Mark Murphy, that approach overlooks the real key to success—attitude. His research shows a stunning disconnect between why we think people fail in their roles and the actual reasons they do.

Here are the hard truths:

1. Only 11% of job failures are due to insufficient technical competence.

Think about that: most people who fail at their jobs can do the work. They have the skills, intelligence, and training needed to succeed.

2. The other 89% fail because of attitudinal issues.

These aren’t problems you’ll see on a résumé or skills test. They’re things like being uncoachable, lacking motivation, having a poor temperament, or failing to work well with others.

3. 46% of new hires fail within 18 months.

Nearly half. That’s an alarming statistic, especially considering the enormous cost of recruiting, onboarding, and replacing employees. Murphy’s data shows we’re not failing to hire people who can do the job—we’re failing to hire people who will do it well with the right mindset.

Interviews Don’t Work (As You’re Probably Doing Them)

If you’ve read my earlier blog post on why interviews don’t work (you can check it out here), you’ll know this isn’t surprising. Interviews often focus too much on the wrong things: where someone went to school, how attractive they are, how they’re dressed, how quickly they can solve a puzzle, or how confidently they describe their accomplishments.

Unfortunately, traditional interviews can even be counterproductive. Studies show they’re often riddled with biases, relying on gut instincts that are easily swayed by first impressions or irrelevant details. This approach not only misses crucial red flags about attitude but sometimes favors candidates who are simply good at “interviewing.”

I’ve encountered this situation many times when I interviewed someone and thought they’d be great: They attended a great school with the right degree, have spot-on prior work experience, and performed well during the interview. Then, six months into their tenure at our firm, we realize that they aren’t a fit. Like Murphy’s research found, it’s usually their attitude and not their skills or intelligence.

The Case for Hiring for Attitude

Mark Murphy makes a strong case for flipping the script: hire for attitude first and skills second. It’s not that skills don’t matter—they do. However, technical skills are easier to find and teach in today’s workplace. The right attitude? That’s harder to identify, harder to train, and far more critical to long-term success.

Murphy suggests a three-step process, which he details in his book Hiring for Attitude:

1. Define the attitudes you want.

Start by identifying the traits that distinguish your best performers. Are they collaborative? Resilient? Curious? The more specific, the better. Murphy also suggests the “3-3-3 Exercise,” which involves listing the attitudinal characteristics of the three best and three worst employees over the past three years. This exercise aids in pinpointing traits that predict success or failure within a specific organizational context.

2. Craft interview questions that assess attitude.

Avoid the generic “Tell me about yourself.” Instead, ask behavioral questions that reveal how candidates have approached challenges or conflicts in the past.

3. Learn how to evaluate responses.

Look for patterns in how candidates describe their decisions, relationships, and setbacks. Are they taking ownership? Blaming others? Demonstrating a growth mindset?

Why This Matters

Hiring the wrong person isn’t just a logistical headache—it can undermine your team’s morale, productivity, and culture. By focusing on attitude, you’re not just filling a seat; you’re building a stronger, more cohesive organization.

Skills will always matter, but they’re not enough on their own. As Murphy’s research—and my own experience—shows, the harder-to-define, often-overlooked qualities truly make the difference. So, next time you’re hiring, think beyond the résumé. Hire for attitude, and the rest will follow.