15 tips for employers hiring early career candidates for management jobs

Employers who are hiring early-career managers should take a thoughtful approach that prioritizes potential over extensive experience.

Employers should focus on identifying candidates with strong leadership qualities, problem-solving skills, and a collaborative mindset. Look for individuals who have demonstrated initiative, whether through internships, academic projects, or volunteer work, as these experiences often showcase their ability to manage teams and responsibilities effectively. Offer clear pathways for professional development, such as mentorship programs and training opportunities, to help them grow into the role. Additionally, creating a culture that values fresh perspectives and fosters open communication can ensure that early-career managers feel supported and empowered to succeed.

We reached out to 15 hiring experts to get their practical tips on how to enhance hiring strategies and secure the best-emerging talent.

• Identify Potential Over Perfection
• Make A Good Impression
• Assess For Cultural Fit
• Use Real Problem-Solving Sessions
• Evaluate Leadership Potential
• Focus On Past Behavior
• Gauge Response To Feedback
• Prioritize Assessing Resourcefulness
• Include A Human Touch
• Use Scenario-Based Exams
• Streamline Your Hiring Process
• Host Informal Meet And Greets
• Focus On Adaptable Problem-Solvers
• Clarify Growth Opportunities
• Emphasize Growth Opportunities

Identify Potential Over Perfection

One critical piece of advice I wish to pass on to employers aiming to improve their hiring process for early-career management candidates is the focus on identifying potential over perfection. Given my experience in human resources and talent management, I’ve noticed the common mistake of looking only for “complete packages.” Early-career candidates might not tick all the boxes immediately, but they are still in the molding stages and bring fresh perspectives. 

For instance, we emphasize identifying a candidate’s ability to learn and adapt, rather than their immediate fit for a role. Giving such candidates a chance has paid off: some of our most innovative strategies originated from these new managers. Thus, training and developing in-house talent can truly yield powerful results. Remember, potential can be more valuable than immediate expertise when hiring at an early-career level.

Linda Moore, Head of HR, Slipintosoft

Make A Good Impression

Employers who want to improve their hiring process for early-career management candidates should understand that candidates view your hiring process as the best indicator of what it will be like to work for you. If your interview process is long and cumbersome, candidates will assume your organization is inefficient. If communication is sparse or questions aren’t answered, candidates will assume the organization lacks transparency.

Candidates aren’t the only ones who need to make a good impression. Employers should want to make just as good of, if not better, an impression on potential employees to attract the most qualified candidates. The amount of investment and thought a company puts into their interviewing process says just as much about the company as a candidate’s presentation and answers say about them. Employers need to be mindful of the number of interviews, the interviewers they select, their level of preparedness, the questions they ask, and the rapport they build.

Hiring is not a one-sided process. Candidates are already spending hours upon hours searching for and applying to jobs; the least employers can do is be mindful of the time and energy they are asking candidates to invest, especially if they aren’t investing equal or greater time and energy in building and fine-tuning their hiring processes.

Tristan Layfield, Owner & Principal Career Coach, Layfield Resume Consulting

Assess For Cultural Fit

More often than not the success of a candidate depends on the cultural fit to the organization. The foundation of the organizational culture is expressed in its values and beliefs that should be driving behavior throughout the organization. To determine cultural fit, your candidate’s values and beliefs should align with your company’s, so you’d want to include in your selection process opportunities to identify the candidate’s values and beliefs. That said, a prepared candidate may just repeat what he or she read on your website, so you’d want to dig a little deeper than that. 

Especially for people you are hiring for leadership positions, you should try to get an understanding of what is driving this candidate—what is motivating them to do anything, including pursuing this particular job opportunity with you. Is someone driven by giving or by receiving support? Are they driven by being seen and recognized? Do they require flexibility and creativity or planning and structure? 

The more you can find out about the natural behavioral tendencies resulting from where or how the candidate finds joy and satisfaction, the easier it should be for you to determine how they might fit with your organization (or the area you’re hiring for). This is even more true if your organizational values are broken down to actual behaviors your entire workforce, and in particular your management and leadership team, are expected to exhibit to drive your culture to what you want it to be.

Ulrike Hildebrand, Strategic HR Advisor & Senior Consultant, Pin-Point Solutions, LLC

Use Real Problem-Solving Sessions

We transformed our management hiring by replacing hypothetical scenarios with real problem-solving sessions. Instead of asking candidates how they would handle difficult situations, we invite them to participate in actual team meetings dealing with current challenges. 

For example, we had a candidate join a project post-mortem where the team was analyzing a missed deadline. What proved most revealing wasn’t their proposed solutions, but how they engaged with team members during the discussion. One candidate stood out not because she had the best answers, but because she asked thoughtful questions that helped the team uncover the root causes of the delay. She demonstrated natural leadership ability by facilitating better group problem-solving. 

This approach reduced our management hire turnover by 70% because we could see how candidates actually interact with teams rather than just hearing their interview responses. It also gave candidates a realistic preview of our culture and challenges, leading to better mutual fit decisions.

Marc Hardgrove, CEO, The Hoth

Evaluate Leadership Potential

I’ve seen my share of hiring processes—both effective and ineffective. If I had to offer one piece of advice to employers looking to improve how they assess and select early-career managers, it would be this: design your process to evaluate leadership potential, not just technical skills.

Of course, you want candidates with relevant education and some initial experience. But managers need much more than that to be successful. They need to influence and motivate teams, make difficult decisions, and drive change. The best way to assess those softer skills is through situational interviews and exercises like roleplays. Observe how candidates interact with various stakeholders, respond under pressure, and communicate vision.

Technical skills can be taught, but things like emotional intelligence, strategic thinking, and inspirational leadership are innate. Make those attributes your priority when hiring managers-in-training. You’ll set those emerging leaders up for growth and position your organization for long-term success.

Jack Reamer, CEO, SalesBread

Focus On Past Behavior

During one hiring cycle, we realized many candidates were giving rehearsed answers but lacked genuine problem-solving skills. So, we changed our approach: we stopped asking, “What would you do?” and started asking, “What have you done?” For early-career managers, past behavior is the best predictor of future success. If they can’t point to real moments where they took the initiative, solved a problem, or led under pressure, they may not be ready for the role regardless of their credentials.

Jason B. Javaheri, Co-Founder & Co-CEO, J&Y Law

Gauge Response To Feedback

Early-career hires often struggle with feedback. I once had a new manager get defensive over constructive criticism, making it tough for them to improve. In interviews, I ask candidates to recall a time they received unexpected feedback. If they reflect on it thoughtfully, they’ll likely adapt well to leadership. The best hires aren’t those who think they know everything, but they are those who are willing to grow.

David E. Preszler, Partner, Preszler Injury Lawyers

Prioritize Assessing Resourcefulness

I tell employers this: prioritize assessing for resourcefulness during interviews, not just qualifications. Early-career managers often step into undefined roles—they need to thrive in uncertainty.

We developed a case-study task where early-career management candidates solve a practical problem related to delegating work to virtual teams. It shows us how they think on their feet and how quickly they adapt. This single step transformed how we identify strong fits for fast-paced roles.

Chakshu Chhabrra, Founder, Acelerar Technologies Pvt Ltd

Include A Human Touch

In the modern world of AI-driven recruitment, it’s critical to include a human touch. Early-career management candidates want to feel valued and seen throughout the recruitment process. This means that automated emails and chatbots simply won’t cut it. Once you’ve identified the candidates who are best qualified on paper, call or text them, and make all interviews in the process face-to-face interviews (whether virtual or in-person). Don’t make candidates jump through a bunch of hoops just to be able to meet with a real human at the organization. By keeping the recruitment process as candidate-centric as possible, you’ll increase your odds of hiring the best fit for your open management role.

Susan Snipes, Head of People, Remote People

Use Scenario-Based Exams

In my years of service, I’ve noticed that standard interviews do not show a candidate’s genuine potential. Instead, I advocate using scenario-based exams to imitate real-world working difficulties.

During a recent recruitment assignment, we devised interactive group activities in which candidates worked together to solve complicated, cross-functional problems. This technique revealed complex qualities that went beyond traditional resume credentials: innate leadership instincts, adaptability, and interpersonal dynamics. We could see how early-career professionals deal with ambiguity, communicate well under pressure, and solve problems creatively.

The objective is to design an evaluation environment that reflects genuine workplace interactions. Employers may discover candidates’ true capabilities by moving beyond rehearsed queries. These immersive exams provide deeper insights into potential management talent, showing traits such as emotional intelligence, strategic thinking, and teamwork that traditional interviews frequently overlook.

Silvia Angeloro, Executive Coach, Resume Mentor

Streamline Your Hiring Process

We once lost a great candidate because our hiring process took too long. By the time we made an offer, they had already accepted another job. That experience taught me that speed matters, especially for young talent.

If you want to attract top early-career managers, streamline your process. Cut unnecessary steps, give candidates quick and transparent updates, and make decisions faster. The best candidates won’t wait forever.

Jeffrey A. Preszler, Partner, Preszler Law Alberta

Host Informal Meet And Greets

One piece of advice that I believe will help employers who want to improve their hiring process for early career management candidates would be to have info events, interview prep, and informal meet and greets. This allows the candidates to really get a feel for the culture of the company, you will have better interviews, and the candidates will feel more comfortable. It is always great to break the ice before an interview.

Mayra Alfaro, CEO, Trinity Search Solutions

Focus On Adaptable Problem-Solvers

Stop screening for the “perfect” resume and start focusing on identifying adaptable problem-solvers who can grow with your team.

When we overhauled our management trainee program, our most impactful change was introducing scenario-based interviews. Rather than focusing on traditional experience metrics, we present candidates with real business challenges and observe their thought processes.

Last month, we hired someone who had never held a management title but demonstrated exceptional critical thinking by proposing a fresh solution to a client communication issue we’d struggled with. The candidate walked us through their problem-solving approach, asked insightful questions, and showed genuine curiosity about our business challenges.

They’ve since implemented changes that improved our client response time by 25%. We also introduced a “shadow day” where promising candidates spend half a day working alongside our team, giving both sides a realistic preview of the working relationship.

This approach has reduced our early-career turnover by 40% in the past year. Through this experience, I’ve learned that past experience matters LESS than a candidate’s ability to learn, adapt, and bring fresh perspectives to existing challenges. Building a strong management team starts with spotting potential rather than counting credentials.

Tristan Harris, Sr. VP of Marketing, Next Net Media

Clarify Growth Opportunities

Transparency about growth opportunities can significantly enhance the hiring process for early-career management candidates. Clarifying the paths available for career progression helps candidates visualize their future within the company, aligning their ambitions with organizational goals. Share real stories of employees who started in similar roles and have advanced. This not only builds trust but also showcases concrete examples of success.

To make this effective, implement a career mapping session during the interview process. Invite candidates to discuss their career goals and offer insights into how they can achieve those goals within your organization. This session demonstrates a commitment to their development and gives them a sense of belonging from the start. Setting clear expectations about skill development and potential career paths fosters a transparent environment that attracts motivated candidates eager to grow.

Will Yang, Head of Growth & Marketing, Instrumentl

Emphasize Growth Opportunities

One of the best ways to attract and retain early-career management candidates is by emphasizing growth opportunities. When I was scaling, we learned quickly that young professionals want more than just a paycheck, they want to see a clear path for advancement. In our hiring process, we made it a point to highlight the ways we invest in our team’s growth, like leadership training programs, regular feedback sessions, and access to mentorship from senior team members.

We also created defined career tracks, so candidates could see exactly how they could progress within the company over time. During interviews, we’d share real examples of employees who started in entry-level roles and grew into management positions. That transparency built trust and showed candidates we were serious about their long-term success.

Furthermore, we tailored opportunities to their interests. For example, if someone showed an interest in strategy, we’d involve them in cross-functional projects early on. Providing these opportunities not only helped us stand out as an employer but also ensured we were hiring people who were genuinely excited to grow with us. This approach consistently attracted ambitious, high-potential talent who wanted to contribute and thrive.

Dhanvin Sriram, Founder, Luppa AI