Employers frequently say they can't find qualified talent. Open positions go unfilled for weeks or even months, and hiring managers grow frustrated by the lack of candidates who meet their requirements. But what if the talent they're looking for is already out there? Too often, employers overlook capable candidates simply because they don't have the exact experience or qualifications listed in the job description. In their search for the perfect fit, they may be missing out on individuals with the potential to become great employees.

According to SHRM's 2025 Talent Trends report, nearly 70% of employers struggle to fill open positions. Yet many continue to rely on rigid experience and credential requirements that can unnecessarily narrow the talent pool. A recent report from Kaplan, The CHRO's Guide to Growth: Using Education as a Benefit to Hire and Retain Top Talent, suggests that employers may be better served by shifting their focus from exact qualifications to aptitude and potential.

While certain positions require specialized knowledge, certifications, or demonstrated expertise, many roles require skills that can be taught. Employers could benefit by focusing on skills that are harder to develop such as curiosity, adaptability, problem-solving, and a willingness to learn.

Consider a candidate who has strong communication skills, demonstrates sound judgment, and learns quickly but lacks experience with a particular software platform. Is that missing technical skill enough to eliminate the candidate? Or could a relatively small investment in training turn that individual into a highly effective employee? Employers can teach many job-specific skills, but finding employees who are motivated to learn and grow can be more challenging.

Development opportunities also play an important role in retention. According to PwC's 2025 Global Workforce Hopes & Fears Survey, cited in the Kaplan report, employees who feel strongly supported in their career development report 73% more motivation than those who feel unsupported.

The Kaplan report points to McDonald's Archways to Opportunity program as an example of how investing in employee development can support retention. Launched in 2015, the program helps employees build skills and advance their careers through tuition assistance, high school completion programs, English language education, and career advising. Rather than expecting employees to arrive with every skill or qualification they need, McDonald's provides opportunities for them to learn and grow. According to the report, average employee retention increased from 11 months to 33 months following the program's implementation – illustrating how investing in employee potential can benefit both workers and employers.

While not every organization has the resources to offer extensive tuition assistance programs, professional development doesn't have to be expensive or complicated. Cross-training, mentoring, leadership development, industry certifications, and targeted skills training can all provide meaningful growth opportunities.

The key is making development an ongoing part of the employee experience rather than something offered only when a performance issue arises or a promotion becomes available.

Rethinking the Hiring Process

For HR professionals, shifting toward potential-based hiring begins with a closer look at how positions are defined and candidates are evaluated. Here are some practical steps employers can take to identify promising candidates who might otherwise be overlooked:

• Start by separating essential qualifications from preferred experience. Review job descriptions to determine which skills employees genuinely need on their first day and which can be developed through training. Requirements that are not essential may be eliminating otherwise strong candidates.
• Look for transferable skills. Candidates from different industries or professional backgrounds may bring valuable capabilities that apply directly to the position. Communication, analytical thinking, customer service, leadership, and problem-solving skills often transfer across roles.
• Assess learning ability and adaptability. Behavioral interview questions can help identify candidates who have successfully learned new skills, navigated change, or solved unfamiliar problems. Asking candidates to describe how they approached a new challenge may reveal more about their potential than simply reviewing their previous job titles.
• Build development into onboarding. If an employer hires someone who needs to develop certain skills, there should be a clear plan for helping that employee succeed. Identify training needs early, establish expectations, and provide regular feedback.
• Involve managers in the process. Hiring for potential requires managers who are willing and able to coach employees. Without their support, even highly motivated new hires may struggle to develop the skills they need.
• Measure the results. Track retention, employee performance, internal promotions, and training outcomes to determine whether the approach is helping the organization build a stronger workforce.

For HR leaders struggling to fill positions, the next great hire may not be the candidate who checks every box. It may be the person who has the potential to grow beyond them.

ASE Connect

ASE Training & Development: ASE offers a wide range of professional development opportunities to help employers build skills, develop future leaders, and maximize the potential of their workforce. View upcoming courses here.

Source: The CHRO's Guide to Growth: Using Education as a Benefit to Hire and Retain Top Talent, Kaplan, 2026.