There’s no shortage of advice about how to stand out in a job search. Write the perfect cover letter. Build a personal brand. Grow your LinkedIn following.
But how much of that actually matters to the people doing the hiring?
We asked Imani Desrameaux, U.S. Head of People at Beggars Group. With more than 15 years of HR leadership experience in the nonprofit, arts, and music sectors, Desrameaux has seen countless applications—and she has strong opinions about what actually moves the needle.
What elements of personal brand—online presence, portfolio, LinkedIn—actually influence how you perceive a candidate?
Experience. Every time.
A candidate can have 50 followers on LinkedIn or 50,000, it makes absolutely no difference to me. Popularity and capability are two very different things.
In fact, I rarely look at a candidate’s social media unless it’s directly tied to the role or included as part of a portfolio. If someone is applying for a marketing, design, or content role, then their digital presence can absolutely be relevant because it reflects their work. Outside of that context, it’s largely noise.
We’re in a moment where social media has blurred the line between visibility and expertise. Everyone is an “expert,” an “advisor,” or an “influencer.” That doesn’t necessarily translate to being able to do the job.
What I want to see is evidence that you’ve done the work. What problems have you solved? What impact have you had? What environments have you navigated successfully? That tells me far more about someone’s value than their follower count ever could.
Personal brand can be a nice supplement, but it should never replace substance. I’ll take someone with real experience and thoughtful insights over someone with a polished online persona any day of the week.
When two candidates are equally qualified, what differentiators usually tip the scale in favor of one of them?
Presence. When two candidates have comparable experience on paper, the differentiator usually comes down to how they show up in the conversation.
I pay attention to engagement: Are they present, thoughtful, and genuinely listening? Interviews shouldn’t feel like a scripted performance. The strongest candidates respond to what’s actually being asked, ask smart follow up questions, and engage in a real dialogue.
Intentional communication is another big one. Can they explain their thinking clearly? Do they articulate their experience in a way that shows they understand the bigger picture of their work?
Collaboration is also key. Most roles today require working cross-functionally, navigating different personalities, and contributing to a team environment. Candidates who demonstrate emotional intelligence and an ability to work constructively with others tend to stand out.
Ultimately, when the technical qualifications are equal, I’m looking at the person I believe will integrate most effectively into the team. Someone who communicates well, listens well, and approaches their work with thoughtfulness. Those are the candidates who usually tip the scale for me.
What are the small but powerful signals during an interview that show you a candidate is self-aware and coachable?
Accountability is one of the biggest indicators.
Self-aware candidates can talk openly about challenges, mistakes, or disappointments without immediately deflecting blame. They’re able to say, “Here’s what happened, here’s what I learned, and here’s what I’d do differently.” That kind of reflection tells me someone is capable of growth.
I also pay attention to how candidates describe difficult interpersonal situations. Every workplace has them. When someone talks about a challenging colleague, manager, or project, I’m listening closely to their tone and perspective. Do they frame the situation with curiosity and reflection, or is the story entirely about how everyone else was the problem?
Coachable people tend to focus on learning. They talk about feedback they received, how they processed it, and how it changed the way they approached their work. That signals maturity and adaptability.
Another subtle indicator is how someone handles follow-up questions. Candidates who pause, think, and engage with the question rather than rushing to deliver a perfect answer often demonstrate stronger self-awareness.
At the end of the day, technical skills can be developed. Self-awareness, accountability, and a willingness to learn are what make someone truly coachable, and those traits tend to show up in the way people talk about their experiences.
What does a truly standout cover letter or introduction message look like to you, and when does it actually influence your decision?
Truthfully, I don’t recommend requiring cover letters. When someone is in the middle of a job search, asking them to write a mini essay for every application can be time-consuming and, frankly, a bit self-serving on the employer’s side. Most hiring managers already have the information they need in a résumé and a conversation.
That said, if a hiring manager insists on one, a standout introduction is simple, thoughtful, and specific. I’m not looking for theatrics or a life story. I’m looking for evidence that the candidate understands who we are and why they want to be here.
The strongest messages do three things:
-
First, they show a clear connection to the company’s mission, values, or work. It tells me the candidate has taken five minutes to understand what we do.
-
Second, they communicate alignment. Why this company? Why this role? Why now? I want to see intentionality rather than a copy-and-paste message sent to 50 employers.
-
Third, they’re concise and human. A few direct sentences about who you are, what you bring, and why this role interests you is far more compelling than a polished, generic page of corporate language.
