An article written by Niall O'Kelly, Partner at Darwin Hawkins
After over 14 years in recruitment, one question continues to follow me:
“How do you know when someone is the right hire?”
It’s a fair question. On the surface, recruitment should be simple. Analyse the CV. Check the qualifications. Cross-reference with the job spec. Job done, right?
But anyone who’s built high-performing teams knows it’s rarely that straightforward. Some of my best client relationships are built on trust strong enough that they’ll say:
"Can you bring us talent that you think will work here?"
That’s it. No detailed brief. No rigid list of must-haves. Just an understanding that I know what their environment demands - and the kind of people who’ll thrive in it.
Defining the “Indefinable”
The challenge with identifying great talent is that so much of it is invisible. You can’t always quantify it. It’s not listed on a CV. It rarely shows up in keywords on a LinkedIn profile.
There are traits I pick up on quickly - often within the first three minutes of a conversation. An ease in communication. Self-awareness. Quiet confidence. High emotional intelligence. A genuine desire to grow.
These qualities can’t be trained into someone. They’re innate. And I’ve found that people who possess them are often the ones who go furthest - not because they tick every box, but because they bring something more powerful to a team: the ability to influence and elevate those around them.
This is where instinct comes into play. Over time, you learn to trust the subtle signals - the pauses, the language used, the energy a person brings. Some might call it a sixth sense. I’d call it a skill built through thousands of conversations, decisions, and placements.
Trust Builds Talent Pipelines
What’s fascinating is that the more you trust your instincts, the more accurate they become. I’ve had clients who were initially sceptical when I presented a candidate who looked “non-traditional” on paper - but fast forward 12 months, and that person is leading a team, building culture, and delivering above expectations.
The real art of recruitment is not just identifying talent - it’s convincing others to see it too.
In that sense, the best recruitment happens when there's mutual trust - between recruiter, client, and candidate. When I know a company’s DNA well enough, I can spot not just who will fit, but who will add. That’s the difference between a good hire and a great one.
The Mentor Effect
There’s another element to this that I think is often overlooked in recruitment: mentorship.
I’ve seen some of the most successful finance teams built not through rigid org charts, but through mentor-mentee dynamics. It often starts with a strong leader who’s hired someone with potential - and then trusted that person to go on and hire their own mentee. Over time, this creates a cascading effect of aligned ambition, loyalty, and shared standards.
Recruitment done well isn’t just about the now. It’s about setting up future relationships that will multiply in value over years. When you find someone who has the potential to mentor or be mentored, you’re not just hiring - you’re planting the seeds for a high-performing function to grow.
This is why my recruitment style has always focused equally on the person doing the hiring and the person being hired. When personalities align, career paths become partnerships. I’ve seen first-hand how quickly trust forms when values are shared - and how long those relationships last when both sides feel they’ve been truly seen.
Talent Is Personal
Ultimately, talent identification is personal. What looks like “top-tier” talent to one company may be completely off-mark for another. There’s no universal definition - and there shouldn’t be.
That’s why I always advise clients to consider more than just the tangible attributes. Yes, technical skills matter. But the most transformative hires often bring an intangible X-factor: the energy, curiosity, resilience, and people instincts that no assessment tool can measure.
And those are the ones I tend to spot early.
So, if you’re hiring, my advice is simple: Trust your instincts more. Don’t be afraid to hire for potential as well as experience. Look beyond the CV and into the person.
Because when you do, you’ll not only make better hires - you’ll build better teams.