For many job seekers, the assumption is that the key to landing that enviable position lies in having the perfect CV. Some even pay to have theirs professionally done. Yet, while it matters, the best candidates usually do not have the best of resumes.
BDLife spoke to a number of CEOs to understand how they make these decisions when hiring. What do they look out for? What do they distrust? They talk about CVs that lie, gut feelings that save organisations, and dangers of mistaking style for substance.
Karaya Mokaya, managing partner at SKM Africa LLP, a professional services firm, says most high performers do not have great CVs. If a recruiter’s focus is on that, they may not pick them.
“For extremely high performers with technical depth, most of the time they don’t do a very good job on their resume. But when you engage them one-on-one and are patient, you realise that they just didn’t do well on their resume. So if you just look at their resumes, you might not do justice to them compared to other resumes in terms of the detail of what they have been able to accomplish over time,” he says.
He says his top hiring trick is seeking out very open-minded people. “These are candidates who engage freely, open up their perspectives, and place context around the scenarios they describe. And of course, guys who have a good sense of ownership, both for accomplishments in their path to career life, as well as mistakes. Any aspect that comes out as too self-defensive is, for me, quite a red flag.” he says.
A non-obvious signal that has become his most reliable predictor of a great hire is the ability to back strengths with real scenarios.
“If you say you’re good at problem-solving, show me a problem you solved. If you say you can lead, show me a moment where your leadership helped overcome a challenge. Candidates who can do that convincingly tend to be strong hires,” he says.
Does he hire to neutralise his blind spots or to amplify what he already does exceptionally well?
“I would like to hire for both. My strength is in tax and business advisory, and I may pick someone based on attitude, problem-solving, and leadership. But I cannot be able to challenge them on the technical aspect of their career. But also, we hire specifically to amplify that which we do because you are looking at succession, people to take over who are better than you,” he says, adding, “but it is naïve to place too much value on experience.”
“We overrate experience and end up denying opportunities to people with better potential, attitude, and agility. We also overvalue certain employers on a CV, which creates positive bias. You hire someone from a big firm and later realise they lack depth. Today, I don’t place a premium on big names. Some candidates with fewer years of experience can reach the required level within three or four months because of their learning ability, coachability, attitude, aggression, and team spirit.”
Would he pick the smartest person in the room or the best student? “The smartest person in the room, because agility comes from being smart. You could be best in class, but best in class could also mean that you have a better memory or just know how to memorise. When circumstances change, smart people adapt better because they apply themselves differently,” he says.
Felix Kimanthi, CEO of Olympia Holdings, says he “used to think that when somebody does not attach all the documents, they were very careless.”
Olympia Holdings CEO Felix Kimanthi poses for a photo after an interview at Ngong Hills Hotel on March 07, 2024.
Photo credit: File | Nation Media Group
“But now I'm thinking if somebody applied for a job and they forgot to attach even a CV, they may have limited resources, which is why they're actually applying for a job. Maybe they couldn’t even afford stable internet. I trace them. Or even somebody who shows up for the interview late within five or 10 minutes, give them a chance. Perhaps they even had to walk half the journey to get there,” he says.
His hiring trick, he says, is giving jobseekers a first, second, and third interview, “so that just in case there is something that people missed out on the first or second can be caught on the third interview.”
What is an X-factor trait that is unquantifiable but essential in a potential candidate?
“When people are asked to talk about themselves, too often they just repeat what’s on their CV. But we’ve already seen that. Instead, share the parts that can’t be quantified, your background, the values you hold dear, and what you truly believe in. I want to understand whether someone is just drifting through life or intentionally living it,” he says.
Does he hire to complement his strengths or to replace his weaknesses? “Since my position is about overseeing, the bias is to tend to pay attention to the things that I know best. I hire, to some extent, somebody who has my strengths. But also hire somebody who has what you don't have, so that you’re able to go to the next level and expose your blind side.”
Pius Muchiri, CEO of Nabo Capital, an investment company, says hiring the wrong person is more consequential than firing the wrong one.
Nabo Capital Limited Managing Director Pius Muchiri during an interview at the International House, Nairobi on January 29, 2026.
Photo credit: File | Nation Media Group
“It is very difficult to correct it. Also, because we are human beings, I tend to differentiate performance and people. Even if you are an underperformer, you are still a person; don’t attack the person, attack the performance.”
How much does gut feeling play in hiring? “50 percent. People can masquerade; the brightest people can hack your hiring process, but do not diminish your intuition,” he says.
He is not quick to hire. He will be hesitant when the story is not connecting or when there is no story.
“If you’ve worked for 20 years and have no highs or lows, you’ve just been doing tasks. Also, people tend to be very real on social media without knowing. If you are in front of me as a professional, but on social media, you are insulting the president, something is wrong, because if you can insult authority, publicly, that is a telltale sign of who you are. A good human may not be your top performer, but they offer longevity, trust, and reliability. You can leave them with the company, and it will still run. Those guys are hard to find.”
What kind of intelligence is constantly overestimated in potential hires? I ask. “If you can see through people’s potential, you can make some of the best hires. If you can cut through the noise of good speakers and Ivy League kind of presentations and see through the potential of a person, you can hire a gem. Some of the best people we have hired have come from the ground, like James Mworia, CEO of Centum, who began as an intern. As a leader, you need the intuition to believe in people before they believe in themselves.”
Jackson Muli, CEO of Kenya Orient Life Assurance believes a CV does not always reflect delivery. He remembers an incident that changed the way he hires people.
Kenya Orient Life Assurance Limited Principal Officer Jackson Muli poses for a photo after an interview on June 11, 2024.
Photo credit: File | Nation Media Group
“In 2023, when the IFRS 17 was introduced in the market, the positions of actuaries became very competitive. Experienced actuaries were leaving the country, so we shortened our recruitment process, handling final interviews ourselves, to secure the right talent faster,” he says.
His main focus? “I focus on attitude and behaviour, imagining the candidate already in the role. I assess how they would respond to real challenges in that position.”
What kind of intelligence do you consistently overestimate in candidates? Sometimes what’s on a CV doesn’t reflect the real person. That’s why a background check on a candidate’s past performance is so important.
A prospective employee may come in showcasing their skills and experience across multiple organisations, but it’s also a wake-up call to see why they move, how they handle transitions, and the manner in which they leave previous roles. Some people burn bridges wherever they go, and those individuals may not bring long-term value because their mindset is already “I’m in transit; I’m moving on.”
How much does gut feeling play in hiring? “About 30 percent. There are times when a team conducting interviews feels a candidate is the perfect fit. But at the final stage, my gut may signal otherwise—something isn’t quite adding up. In such cases, I request additional information, which can sometimes shift the perspective of the rest of the committee.”
What is the hesitation he learned to take seriously when deciding whether to hire or fire?
“Character. How someone shows respect, both upwards and downwards, matters a lot. You’re not just joining a company with laptops and systems; you’re joining a team of people. How will you fit in with your seniors and juniors? Sometimes that’s where gut feeling comes in, and I may need extra information about their background. I need to be sure this person’s character will blend well with the rest of the team,” he says.
