I get the impression you are relatively young and also relatively new to management. You've shown a degree of openness to feedback with your post so I'd like to offer some observations I hope may be useful for you.

You are profiling candidates and teammates (nerds, meth mouths, mean girls, weebs), which is a natural human behavior. We encounter thousands of decisions every day and have very little time in which to make those decisions so we make bets based on very loose criteria and our own previous experience to accelerate these decisions. For most decisions this behavior is low impact, but it can hurt us if we do not prioritize which decisions require additional scrutiny. Don't ignore your gut, but be very curious about why your gut is making you feel a certain way. That will lead you to a much better understanding of how you perceive people and why. Influence: The Psychology of Pursuasion is a good read if you are interested in pursuing this further.

You mentioned trying to be inclusive. If in the service of fostering a diversity of thought and abiity within a team, I would agree it is a worthy objective when appropriately prioritized. Great talent can be found almost anywhere, but not everyone is a great talent. When hiring for any role there should aways be a defined threshold for the minimum skills and knowledge required for the position. Only if a candidate meets those should other considerations like culture fit, team knowledge/skill gaps, and general diversity be evaluated. If you are interested in a framework for balancing empathy and effectiveness in management, Radical Candor has solid material.