Hiring the wrong person can be costly. According to a survey by the Society for Human Resource Management, it takes a little over $4,000 on average to hire a single employee, and the process takes about 42 days from start to finish.
That’s a lot of time and money to invest, which makes it crucial to know[how to decide between two candidates when you have strong contenders.
The risk is clear: the wrong candidate can drain resources, slow productivity and require restarting the recruitment process from scratch. Yet the situation is also positive. Having two great candidates means your odds of success are high. With the right approach, you can turn this challenge into an opportunity to land an outstanding candidate who moves your business forward.
3 strategies to avoid when hiring between two candidates
First, let’s explore some common hiring tendencies that can lead you away from the best candidate in this situation.
1. Weighing personality too heavily
First impressions during the interview process can be misleading. Some people shine in conversation, while others are nervous even if they’re a qualified candidate. Overemphasizing personality may cause hiring managers to overlook technical expertise or consistency.
Instead, use structured interview techniques with standardized interview questions that focus on competencies. For example, ask behavior-based scenarios like:
- “Tell me about a time you solved a problem with limited resources.”
- “Describe how you handled conflict within a team.”
These questions cut through nerves and reveal patterns of behavior that matter more than charm.
2. Over-emphasizing cultural fit
While cultural alignment is important, overvaluing it may cause you to miss out on innovation.
Even if you’re part of a family-owned business, and even if you have a distinct company culture, remember that your workplace is not a family.
Instead of asking if someone “fits,” ask how a candidate could add to your environment. This idea, known as cultural add, ensures you bring in fresh perspectives while still advancing business goals.
3. Trying to duplicate a predecessor
If you’re hiring to replace a high-performing employee, you may be convinced you need to find someone just like that person to fill in the gap. For example, with hybrid and remote work becoming a norm, the right candidate may need digital collaboration skills the last person didn’t have.
But in reality, it’s better to think down the road, asking:
- What are we going to need in the future?
- Is there something that we can gain from this one hire that is going to make a difference for us in the future?
- Is there going to be something that this person can do that will push us to be a little bit better or take us further than we’ve been?
The best selection criteria
Now let’s focus on how you should pick between two candidates who seem well qualified.
When both candidates match your job description impeccably, have the experience you’re looking for and seem to have similar skill sets, you’re going to need new selection criteria to narrow your decision all the way down.
This means you get to start looking at finer details – the little indicators that you wouldn’t spend as much time considering with a less competitive candidate pool.
Here are some great additional hiring factors to consider.
1. Cultural add
An extension of cultural fit, the idea of cultural add looks at a candidate’s ability to bring something new (maybe something that’s currently lacking) to the table. A great candidate may offer global experience, community connections or industry knowledge your team currently lacks. For example, a marketing hire who has worked internationally may strengthen your strategy in new markets.
2. Bonus skills
Sometimes, two people seem evenly matched. Look closer for additional skills that could tip the balance. A qualified candidate might know a second language, hold an extra certification or be proficient in advanced software. These aren’t always requirements, but they can future-proof the role and deliver added value.
3. Soft skills
Technical strengths get candidates noticed, but soft skills create long-term impact. Empathy, adaptability and creativity can transform team dynamics. Imagine two salespeople: one knows every system, but the other listens closely to clients and adapts quickly. In the long run, the latter could prove the amazing candidate for building strong client relationships.
Here are several ideal soft skills:
- Communication
- Active listening
- Empathy
- Flexibility
- Creativity
- Growth mindset
4. Drive
Drive is what separates good from great. Look for indicators like follow-up after the interview process, enthusiasm during a case study, or initiative in work samples. A motivated job candidate contributes faster and adapts quickly. Assign small test projects or simulations to gauge who demonstrates initiative and resilience.
Backing up your choice
The hiring process must also protect your company. Keep detailed records, ask consistent interview questions and follow EEOC guidelines. Documenting your steps reduces risk and demonstrates fairness. Avoid asking anything unrelated to the role, such as requests to share my personal information or other protected-class questions.
How to involve the team in final hiring decisions
Your team will work alongside the new hire daily, so their perspective matters. Including them in the hiring decision improves collaboration and ensures smoother onboarding.
Ways to involve the team:
- Panel interviews: Multiple employees ask role-relevant questions.
- Peer meet-and-greets: Informal chats to test chemistry and communication.
- Work simulations: Problem-solving activities observed by future teammates.
Just remember, team feedback should inform your final decision, not drive it entirely. The leader’s role is to balance team dynamics with long-term organizational goals.
Making the final decision
If you’re still stuck, use outside validation. Skills tests, AI-based assessments and references can clarify which is the right candidate. Review your notes, check references and weigh everything carefully. The combination of data and intuition helps ensure your hiring decision is sound.
For example:
- Seek feedback from other people who’ve been involved in the hiring process (and who are objective).
- Use an assessment to evaluate skills, job aptitude or character.
- Reach out to the candidates’ references or review your notes again.
When you bring all this information together, it will all add up to a picture of who a candidate is and what your company would be like with him or her on the team.
One candidate will emerge as your top choice, and you’ll be ready to extend a job offer.
Other possibilities
If resources allow, hire both. When growth is possible, two strong hires can strengthen your bench. If not, keep ties with the runner-up. Adding them to your talent acquisition pipeline allows you to revisit them for future roles.
This approach benefits both side, job seekers feel respected and you maintain access to a pipeline of amazing candidates.
Choosing between two strong applicants is never simple, but it’s a good problem to have. By structuring the recruitment process, focusing on business needs and involving your team, you can identify the outstanding candidate who brings both immediate value and long-term growth.
Whether you’re in the middle of a job search or leading the hiring process, the key is to look beyond the surface and choose the person who aligns with where your company is going. With thoughtful evaluation, your next hire can be an ideal candidate who elevates your organization for years to come.
For more tips on how to attract and hire the best people for the job, download our free e-book: The real-world guide to attracting and keeping top talent.