Bad Hires Are Expensive. Here's How to Avoid Them.
Hiring for a key role is one of the most important decisions a leader can make. Get it right, and you add talent, momentum, and expertise to your team. Get it wrong, and the ripple effects can include lower morale, lost productivity, strained teams, and a costly do-over.
No hiring process is perfect, and even experienced leaders make a bad hire from time to time. The goal is to stack the odds in your favor.
Here are four common hiring mistakes, and how to avoid them.
1. Hiring for the résumé instead of the person.
A candidate can check every box on paper and still be the wrong fit for your team.
Before you start interviewing, define what success looks like on your team, including the working styles, behaviors, and characteristics that thrive in your organization, then build questions that help uncover how candidates actually communicate, collaborate, handle pressure, and approach their work day to day.
The goal is to understand how someone will actually operate within your team, not simply how well they can interview.
2. Skipping the due diligence.
Candidates present their experience in the best possible light, so take the time to validate what you are hearing. If someone says they have managed a team, ask about the size of the team, their responsibilities, and the results they achieved. If they highlight a particular skill, dig into how they have actually used it.
Give yourself opportunities to get to know the person beyond the formal interview. A coffee, lunch, or informal conversation can provide valuable insight into communication style, motivations, and overall fit.
Then, check the references. Go beyond confirming dates and titles. Ask specific questions about how the candidate performed, what they did well, and where they needed support.
3. Holding out for the “unicorn”.
It is easy to keep searching for someone who has every skill, every credential, every piece of experience, and every quality on your wish list. Meanwhile, strong candidates are moving on and the position remains open.
Start by separating the must-haves from the nice-to-haves. What skills and experience are genuinely required for someone to succeed? What can be learned? What qualities are essential to your culture and team? What are you willing to compromise on?
Hire for the capabilities that matter most, not an imaginary résumé.
4. Moving too slowly.
Top candidates rarely stay available for long. They may be interviewing with multiple companies, and an overly long or disjointed process can cause them to lose interest or accept another offer. Even worse, a slow process can send an unintended message about your organization and how you make decisions.
Before launching a search, establish who needs to be involved, what the interview process will look like, and how quickly decisions can be made. Keep communication consistent and move qualified candidates through the process with purpose.
No hiring process is perfect, and even experienced leaders make a bad hire from time to time. The goal is to stack the odds in your favor.
Here are four common hiring mistakes, and how to avoid them.
1. Hiring for the résumé instead of the person.
A candidate can check every box on paper and still be the wrong fit for your team.
Before you start interviewing, define what success looks like on your team, including the working styles, behaviors, and characteristics that thrive in your organization, then build questions that help uncover how candidates actually communicate, collaborate, handle pressure, and approach their work day to day.
The goal is to understand how someone will actually operate within your team, not simply how well they can interview.
2. Skipping the due diligence.
Candidates present their experience in the best possible light, so take the time to validate what you are hearing. If someone says they have managed a team, ask about the size of the team, their responsibilities, and the results they achieved. If they highlight a particular skill, dig into how they have actually used it.
Give yourself opportunities to get to know the person beyond the formal interview. A coffee, lunch, or informal conversation can provide valuable insight into communication style, motivations, and overall fit.
Then, check the references. Go beyond confirming dates and titles. Ask specific questions about how the candidate performed, what they did well, and where they needed support.
3. Holding out for the “unicorn”.
It is easy to keep searching for someone who has every skill, every credential, every piece of experience, and every quality on your wish list. Meanwhile, strong candidates are moving on and the position remains open.
Start by separating the must-haves from the nice-to-haves. What skills and experience are genuinely required for someone to succeed? What can be learned? What qualities are essential to your culture and team? What are you willing to compromise on?
Hire for the capabilities that matter most, not an imaginary résumé.
4. Moving too slowly.
Top candidates rarely stay available for long. They may be interviewing with multiple companies, and an overly long or disjointed process can cause them to lose interest or accept another offer. Even worse, a slow process can send an unintended message about your organization and how you make decisions.
Before launching a search, establish who needs to be involved, what the interview process will look like, and how quickly decisions can be made. Keep communication consistent and move qualified candidates through the process with purpose.
Andrews & Cole is a certified woman-owned boutique executive search and consulting firm with a focus on accounting and finance professionals. Clients range from start ups to Fortune 100 in nearly every industry.
