--- title: "The best candidates are choosing you, too · Performia" description: "Great candidates weigh far more than salary, and in a strong market they are assessing you too. A clear, complete guide to the three doors, your company, your hiring experience and the manager, that decide whether the people you choose choose you back." url: https://performia.com/en-it/insights/to-make-a-selection-work markdown_url: https://performia.com/en-it/insights/to-make-a-selection-work.md language: en-IT locale: en-it type: article author: "Mårten Runow" site_name: "Performia" publisher: "Performia International AB" image: https://performia.com/og/en-it.png updated: 2026-09-29 breadcrumbs: - name: "Performia" url: https://performia.com/en-it - name: "Insights" url: https://performia.com/en-it/insights - name: "The best candidates are choosing you, too" url: https://performia.com/en-it/insights/to-make-a-selection-work organization: name: "Performia International AB" url: https://performia.com founded: 2001 founder: "Mårten Runow" headquarters: "Bergviksgatan 27, 152 50 Södertälje, Sweden" phone: "+46 8 586 101 40" email: info@performia.net alternates: en: https://performia.com/insights/to-make-a-selection-work en-AU: https://performia.com/en-au/insights/to-make-a-selection-work zh-CN: https://performia.com/zh-cn/insights/to-make-a-selection-work es-CO: https://performia.com/es-co/insights/to-make-a-selection-work es-CR: https://performia.com/es-cr/insights/to-make-a-selection-work cs-CZ: https://performia.com/cs-cz/insights/to-make-a-selection-work es-EC: https://performia.com/es-ec/insights/to-make-a-selection-work et-EE: https://performia.com/et-ee/insights/to-make-a-selection-work fi-FI: https://performia.com/fi-fi/insights/to-make-a-selection-work fr-FR: https://performia.com/fr-fr/insights/to-make-a-selection-work de-DE: https://performia.com/de-de/insights/to-make-a-selection-work el-GR: https://performia.com/el-gr/insights/to-make-a-selection-work es-GT: https://performia.com/es-gt/insights/to-make-a-selection-work hu-HU: https://performia.com/hu-hu/insights/to-make-a-selection-work en-IT: https://performia.com/en-it/insights/to-make-a-selection-work ja-JP: https://performia.com/ja-jp/insights/to-make-a-selection-work ru-KZ: https://performia.com/ru-kz/insights/to-make-a-selection-work en-MU: https://performia.com/en-mu/insights/to-make-a-selection-work es-MX: https://performia.com/es-mx/insights/to-make-a-selection-work nl-NL: https://performia.com/nl-nl/insights/to-make-a-selection-work no-NO: https://performia.com/no-no/insights/to-make-a-selection-work ro-RO: https://performia.com/ro-ro/insights/to-make-a-selection-work en-RW: https://performia.com/en-rw/insights/to-make-a-selection-work sk-SK: https://performia.com/sk-sk/insights/to-make-a-selection-work es-ES: https://performia.com/es-es/insights/to-make-a-selection-work sv-SE: https://performia.com/sv-se/insights/to-make-a-selection-work de-CH: https://performia.com/de-ch/insights/to-make-a-selection-work zh-TW: https://performia.com/zh-tw/insights/to-make-a-selection-work tr-TR: https://performia.com/tr-tr/insights/to-make-a-selection-work uk-UA: https://performia.com/uk-ua/insights/to-make-a-selection-work en-GB: https://performia.com/en-gb/insights/to-make-a-selection-work es-VE: https://performia.com/es-ve/insights/to-make-a-selection-work --- [Performia](https://performia.com/en-it) › [Insights](https://performia.com/en-it/insights) › [The best candidates are choosing you, too](https://performia.com/en-it/insights/to-make-a-selection-work) [Back to Insights](https://performia.com/en-it/insights) Winning the people you choose · a complete guide # The best candidates are choosing you, too You offer a strong role, good money and real conditions, and the person you want still says no. It is tempting to decide they simply wanted more money. They rarely did. When good people have options, the candidate is running their own selection, and you are the one being assessed. Get a few habits right and the barrier falls away. This is how the people you choose end up choosing you back. > “The manager should look for potential in the candidate during the hiring process, and not only shortcomings.” — Mårten Runow · Founder & Chairman, Performia International Where it goes wrong ## The offer that had everything, and still lost A friend of mine was deciding between three companies. All three wanted him, and all three made a strong offer. I was curious what would actually decide it, so I asked him to think out loud. One company he already admired as a brand. Another made a product he liked more the closer he looked. The third was solid and, in his words, paid well. Money was not what separated them, because all three paid well enough. What decided it was the people. In the meetings, one potential manager came across as arrogant and superior. Maybe he was a fine person underneath, but my friend could not picture working for him, good money or not. That company was out. Their HR team had done a perfectly professional job, and it changed nothing: one manager's attitude cost them the hire. The lesson is easy to miss when you are the one hiring. A great candidate weighs far more than the salary, and most of what they weigh is **what it feels like to deal with you**. Start here ## Selection runs in two directions Everything here rests on one idea, so let us make it exact before we build on it. The word is **selection**. In plain words · Selection **Selection** is a two-way choice. You are assessing whether the candidate can do the work, and at the very same moment the candidate is assessing whether they want to work with you. A selection only works when both of those come out yes. Hold on to the two-way part. Almost every mistake in this area comes from acting as if only your half exists, as if a good enough offer must obviously be accepted. When good people have options, it is not obvious at all. The shape of a selection ## Three doors between you and the person you want Picture the candidate you most want on one side, and your team on the other. Between them are three doors, and the candidate has to pass through all three to join you. Each door is a set of habits: your company's, your HR team's, and the manager's. Three doors between a candidate and your team 1. You can offer the best salary and the best conditions and still lose the best people. In a strong market, the candidate is choosing too. 2. Three doors stand between a great candidate and your team: your company, the hiring experience, and the manager. 3. Give each of the three the right habits, and the candidate you want walks through and chooses you. When a door is shut, the candidate stops there, and a shut door can be as small as a slow reply or as large as a product no one is proud of. When all three are open, the walk is easy, and the person you chose chooses you back. The rest of this guide is simply how to open each one. How to open each one ## The three doors, one habit at a time None of these needs a bigger budget. Each is a habit inside your reach this quarter, and each one you open makes the next candidate more likely to say yes. 01 ### The company Be a place the best people actually want to join. The first door is the company itself, and it opens long before any interview. The best people ask a simple question about where they will work: is this worth my time? A company that makes a genuinely useful, high quality product answers yes without saying a word. So support and protect your good people, and let it show. Productive people want to feel that strong work is seen, valued and properly rewarded, not with slogans on a careers page but in how the place actually runs day to day. That reputation reaches candidates long before you do. The opposite travels just as fast. If the company feels like a money factory, or the product leans on other people's misfortune or confusion, no hiring method will pull in the people you want. Good people can afford to be choosy, and they choose work that means something. A company worth joining does half of your recruiting before you place a single advert. 02 ### The hiring experience Make dealing with you fast, honest and human. The second door is what it feels like to apply, and for most candidates your HR team is the first real contact with the company. Fast, pleasant, honest dealing is remembered, and so is the opposite. Replying to every candidate, including the ones you are not taking forward, should simply be the standard. Take a genuine, unbiased interest in the person in front of you. Explain your process and your standards plainly, because the candidate does not know them, and a little patience early earns a lot of trust. A careful, professional selection that checks the things that actually matter tells a strong candidate they are somewhere serious. And do not bend over backwards to please. Do not be afraid to say no to a candidate who is not right. Firm, fair integrity is not a turn-off. It is exactly what earns the respect of the strong candidates, and of your own colleagues watching how you hire. Treat every candidate well and the ones you want arrive already trusting you. 03 ### The manager Look for potential, be clear, and be yourself. The third door is the manager, and it quietly decides most hires. Walk in looking for potential, not only for flaws. If HR has already confirmed the candidate is qualified, the manager's real job is to picture what this person could become on the team, and to put aside the reflex of hunting only for what is wrong. Be clear about who you are looking for, and make that clear to HR too. Assuming it is common knowledge is a common and expensive mistake, because a vague or shifting brief discourages exactly the people you wanted. Notice, too, where your time goes: managers spend most of it on problem hires, which is the very reason time spent choosing well pays itself back many times over. In the interview, be open and be yourself. The world champion act impresses almost no one worth hiring. Tell them honestly what you are trying to build, where you want to take the team, and why the work matters to you. The right people will hear their own reasons in yours, and that is what makes them want in. A manager who looks for potential and speaks plainly is the door good people most want to walk through. What actually decides it ## What the best candidates really weigh When a strong candidate chooses between offers, the salary is one line on a longer list, and usually not the deciding one. Here is what is really on the scale. The work itself Whether the role is genuinely something they want to spend their days doing. The product Whether what the company makes is useful, and something they could be proud of. The people The manager and the colleagues they would actually work with, every day. The process How fast, honest and human it felt to deal with you while they applied. The direction Where the company and the team are going, and whether they want to help get there. The money Real and important, but rarely the tiebreaker once the others are strong. Money belongs on the list, and it matters. It is almost never the line that decides, as long as the others are there. Attract and assess at once ## Winning them over and vetting them are not opposites Building a team is not like planting a flower bed. Flowers only need their basic conditions met and they grow. The people you want on a team have to be won over with a real idea and a real reason to join, and at the same time you still have to vet them and pick the best one. It can feel almost contradictory, as if you have to sell and screen in the same breath. It stops being a contradiction the moment you separate the two jobs cleanly. Be clear on how you will assess a candidate quickly and fairly, so the screening stays calm and quick. Then spend your warmth on not discouraging the ones you have chosen. You attract with honesty about the work and the direction, and you assess with a real measure of whether they can produce. - **Knowledge (Can they?)** What the person actually knows and can do. It is the easiest of the four to check, and the one most hiring stops at. - **Production (Have they?)** Their real productivity: the record of what they have produced, not the titles they have held. - **Motivation (Will they?)** What actually drives the person, and whether it points the same way as the job. - **Personality (What is it like?)** How they behave under pressure, alongside colleagues, and when no one is directing them. Assess all four and you can attract with honesty and still choose with a clear eye, never confusing being *liked* with being *able*. Attract with the truth about the work; assess with a real measure of production. Do both well and you neither scare off the good people nor mistake a pleasant conversation for a capable hire. The payoff ## Open all three, and they choose you When the company, the HR team and the manager all have the right habits, you stop putting barriers between yourself and the people you want. The doors are open, and the best candidates walk through, because you have made yourself worth choosing. This is what it means to build a team rather than fill a seat. A Team Builder does not only assess people well. They make the whole company a place strong people want to join, and then choose the right ones with a clear eye. Do that, and the people you would most like to hire start saying yes. > Look for the potential in a candidate, not only the shortcomings, and the right people will recognise that you are worth choosing. Before you ask ## Questions about winning the people you choose ### If we pay well and lose the candidate anyway, isn't it always about money? Almost never, once the pay is already fair. When strong candidates turn down a good offer, it is usually the work, the product, the direction, or the people they would report to. Money is on their list, but it is rarely the line that decides when the rest is in place. ### We are a small company. How do we compete with big names for the best people? By opening the three doors, which cost habits rather than budget. A useful product you are proud of, a fast and honest hiring experience, and a manager who looks for potential and speaks plainly will beat a bigger name that is slow, vague or arrogant. ### Doesn't 'selling' the job to a candidate conflict with vetting them properly? Only if you blur the two jobs. Keep the assessment calm, quick and fair, built on a real measure of production, and spend your warmth on being honest about the work and not discouraging the people you have chosen. You attract with the truth and you assess with a measure. They do not fight each other. ### Should HR really reply to candidates we are rejecting? Yes. A prompt, respectful reply to everyone is one of the cheapest and most powerful signals of a serious company. Candidates talk, they reapply, and they remember. The cost of a short honest no is tiny next to the goodwill it keeps. ### What should a manager actually look for in the interview? Potential, not only flaws. Once HR has confirmed the person is qualified, picture what they could become on the team, be clear about what you need, and be honest about where you are taking the team and why. Assess their real production with the four things a CV cannot show, and let the conversation confirm it. ### Isn't looking for potential just a softer way of lowering the bar? No. You still measure production rigorously. Looking for potential means you do not reject a strong producer over a surface flaw that has nothing to do with the work, and you do not fall for a smooth talker with no record. It raises the bar on what matters and lowers it on what does not. ### What is the first step? A short conversation with your nearest Performia office about a role you are trying to fill. You will see how to assess candidates quickly and fairly, and how to open the three doors so the people you want start choosing you. Win the people you choose ## The best proof is your own next hire Bring a role you are trying to fill to your nearest Performia office, one of more than 26 around the world, and see how to assess candidates quickly and fairly, and open the three doors so the people you want start choosing you. 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