Did voters in Tamil Nadu perceive actor Vijay as a transformative figure, or were they merely enamored by his celebrity status? Enterprises often exhibit a similar tendency to recruit leaders with an impressive persona. Phrases such as “I want resumes from Google, Apple, Amazon” are common vernacular in the technology sector. In recruitment, organizations frequently prioritize qualifications and brand names, sidelining the standard evaluation criteria, leading to potentially misguided appointments.
For cricket enthusiasts, the history of appointing revered cricketers like Sachin Tendulkar as captain and Kapil Dev as coach serves as a cautionary tale regarding leadership decisions influenced by celebrity status.
Star Tantrums
During the hiring process for a competing firm, a senior sales leader from a Fortune 100 company exhibited posturing that suggested a lack of genuine interest in the position. Remarks such as, “I only travel business class,” made during discussions with board members highlighted his insistence on maintaining a certain image. In subsequent interviews, he ensured the chairman was invited to his golf club, flaunting his elite network. Despite his challenging demeanor and the HR team’s struggles to manage his onboarding due to his exclusivity, he charmed the board and CEO, compelling supporting departments to accommodate his whims.
The Brand
When I began my career in recruitment two decades ago, there was a widespread inclination to hire leaders from General Electric, renowned for its leadership development. Whether it involves tech giants like Microsoft, Meta, and Nvidia or consumer companies such as Unilever and Procter & Gamble, specific brands evoke aspiration across industries. The quality of employees cultivated over decades contributes to the enduring success of these firms, justifying rivals’ admiration. I remember a particularly vigorous debate with a client who expressed her bias towards candidates from prestigious firms. She argued that Fortune 500 companies have established rigorous hiring, training, and employee development processes, instilling desirable qualities in their long-tenured staff.
I personally experienced the allure of such brands when leaving my first role at Eli Lilly, facing numerous interviews despite receiving no job offers. The expectations surrounding Starbucks when it appointed a CEO from McKinsey illustrate the draw that such prestige holds.
The Pedigree
Submitting a resume for your highly capable nephew from a lesser-known engineering college to a FAAMNG (Facebook, Amazon, Apple, Microsoft, Netflix, Google) company may garner feedback emphasizing their preference for candidates from prestigious institutes like IITs and BITS. Despite ongoing discussions about prioritizing skills over pedigree, large enterprises remain inclined to favor graduates from elite educational backgrounds. The biases toward IITs and IIMs are undeniable. Many leaders have sought out Stanford or Wharton graduates, even in the absence of fitting roles. Moreover, connections to prestigious institutions often become selling points, evident in posts on platforms such as LinkedIn.
Devil Wears Prada
One of my former supervisors exhibited a habit of personally seeing off candidates post-interview. This was initially perceived as a humble gesture; however, the true motive was merely to scrutinize the vehicles candidates drove and gauge their taste. In hiring CXOs within service sectors, a candidate’s appearance and demeanor significantly impact perceptions.
Years ago, during a corporate merger, we welcomed a new boss from Australia. While many focused on potential business strategies following the acquisition, discussions frequently shifted to her designer accessories and luxury vehicle. Although her fashionable appearance was incidental, she understood the importance of first impressions.
Ultimately, companies tend to favor leaders who possess charisma, executive presence, and prestigious brand affiliations. Even when such criteria have historically yielded mixed results, the reputation of the company that a candidate hails from often serves as a protective measure in hiring decisions.
“Your bag, your scarf, your umbrella tell the world who you are, what you care about,” as noted in The Devil Wears Prada 2.
(Kamal Karanth is the Co-Founder of Xpheno, a specialist staffing company.)
Published on May 11, 2026.
