Michael Coulthard on What Makes a Bad Hire & Finding Your Niche

Apr 21
5 min read

In recruitment, there is a tendency to focus on outcomes without properly interrogating the process that leads to them. A bad hire is often treated as an unfortunate but inevitable part of business. In reality, it is usually the result of decisions that could have been made differently.

In the latest edition of the Key Selection Unlocked series, Michael Coulthard, Managing Director of Three Sixty Talent, offers a clear and practical perspective on where hiring goes wrong and how focus, rather than scale, has shaped his own business.

Based in Darlington, Three Sixty Talent operates across the energy sector, as well as sales and utilities, with expansion into the United States now underway. Michael’s approach to recruitment is defined less by volume and more by alignment, both in terms of people and process.

Redefining the role of a recruiter

When asked to describe what he does without using the word recruitment, Michael’s answer is telling. He does not talk about filling vacancies. Instead, he explains that he helps businesses avoid hiring the wrong people.

That distinction underpins his broader philosophy. Recruitment, in his view, is not simply about introductions. It is about understanding how a business operates, what it expects from its people, and how candidates are brought into that environment. It involves putting the right processes in place so that both sides are clear from the outset.

This level of clarity reduces the risk of misalignment, which is where most hiring issues begin.

The early decision that shaped everything

Reflecting on the early days of building his business, Michael identifies one decision that had a lasting impact. He chose not to chase every opportunity.

Instead, he focused on a niche.

At the time, that choice may have felt restrictive. In practice, it created direction. By specialising, he was able to build a deeper understanding of a specific market, develop credibility, and create a platform for growth into adjacent areas.

The progression from one sector to another has not been accidental. It has been built on a set of foundations that make each step logical and manageable. The lesson is straightforward. Focus creates momentum.

Why these markets

The energy sector, in particular, offers both scale and complexity. Michael describes it as a large and evolving landscape, made up of many moving parts, each with its own opportunities.

Within that, sales continues to grow as a critical function. It is an area that consistently demands talent and is unlikely to slow down in the near future. For a recruiter operating in this space, the opportunity is sustained rather than short term.

Utilities follow a similar pattern, offering stability alongside growth. Together, these sectors provide a strong base for a specialist business.

Lessons from working across the UK and US

Expanding into the United States has required a shift in approach, particularly in communication.

One of the clearest differences Michael highlights is the relationship between politeness and clarity. In the UK, communication can sometimes be indirect. In the US, it is typically more direct and explicit.

This has required a degree of adjustment. Being clear, rather than simply polite, reduces ambiguity and leads to better outcomes. It is a simple change, but one that has a meaningful impact on how relationships are built and maintained.

Visibility and trust

Michael’s consistent presence on LinkedIn is not driven by visibility for its own sake. It is about building trust over time.

When potential clients or candidates come across his profile, they are forming an immediate impression. Regular, consistent content allows people to understand how he thinks and how he works before any direct interaction takes place.

This consistency creates familiarity, and familiarity builds confidence. In a competitive market, that can be the difference between being considered and being overlooked.

What actually makes a bad hire

There is a widely accepted idea within recruitment that a poor hire often comes down to culture fit. Michael challenges this.

In his view, culture fit is frequently used as a justification after the fact. The real issue tends to be a lack of proper assessment, unclear expectations, or a misrepresentation of the role.

In some cases, there is also an element of overselling. When a position is presented in a way that does not reflect reality, the risk of misalignment increases significantly.

A structured and honest recruitment process reduces this risk. Culture remains important, but it should not be used to mask weaknesses in how hiring decisions are made.

From speed to quality

Like many in the industry, Michael’s early experience in recruitment was shaped by pace and volume. Speed was seen as a measure of productivity, and success was often linked to how much could be done in a short period of time.

Over time, that perspective has shifted.

The focus now is on quality. Rather than attempting to meet every demand, the emphasis is on finding the right fit and delivering outcomes that last. This has led to stronger relationships and more consistent results.

It is a change that reflects maturity, both in the business and in the approach behind it.

The influence of the right environment

Being part of the Key Selection network has provided more than just operational support. It has created access to a group of people facing similar challenges and working towards similar goals.

Sharing experiences, both positive and negative, has been an important part of that. It allows for a level of perspective that is difficult to achieve in isolation.

Alongside this, practical support across marketing, operations, and administration has played a role in accelerating progress. Strengthening the foundations of the business has made it easier to focus on delivery.

A broader lesson

Beyond recruitment, Michael highlights a principle that applies more widely. There is often a gap between what people say they want and how they actually behave.

For that reason, he places more value on patterns than promises. Observing behaviour, identifying what leads to success, and repeating it is a more reliable approach than relying on stated intentions alone.

It is a mindset that informs both hiring decisions and business strategy.

Looking ahead

The ambition for Three Sixty Talent is not to compete on volume or price. It is to be the firm that businesses turn to when hiring decisions carry real weight.

That position is built on consistency, clarity, and a focus on long term relationships. Many of Michael’s clients have been with him for years, which reflects the value of that approach.

In a market where it is easy to prioritise speed and short term gain, his perspective offers a reminder that better decisions are usually the result of doing fewer things, more effectively.

Bad hires are not inevitable. They are avoidable, provided the right questions are asked and the right processes are in place.