Hiring is difficult to do well, Johanna Rothman writes in her latest management myth piece. Because everyone who is looking to hire has a job, they think they know how to hire. But it’s not easy. You want to hire the best people you can who fit the team and the organization.
“Hi, Tricia, I’m so glad you’re early for our one-on-one today. We need to talk about hiring. I finally have approval for those testers you’ve been after me to hire.” Stan, the CIO, walked around his visitor table and closed the door.
Tricia smiled, internally giving herself a high five. “OK, I’ll start the job analysis and then work with each of the teams. I’m ready for our next item.”
“Wait a minute. You don’t need to take that long, do you? It sounds like a lot of work and aggravation for not much return. You just have to hire people who can type, right?”
Tricia looked at Stan and started counting to ten in her head. “Stan, you know we’re agile, right? You know that our testers do more than type, right? They always have.”
“Tricia, you are so easy!”
“OK, but the teams aren’t falling for any of the hiring traps: barrel-of-the-bottom candidates, supposed ‘rock stars’ or ‘ninjas,’ not paying people what they’re worth, or people who don’t fit with the team. And we can’t ignore the time it takes us to hire people. You didn’t get the approval in time. The teams have been limping along without the people they need. It’s almost a crisis now. I was going to ask you for approval to hire contractors. But they would need to fit with the team, anyway.”
“I didn’t realize there were so many hiring traps,” Stan mused. “I was only joking.”
“Hardy har har. That’s me laughing at you,” Tricia said. “There are a ton of traps. We need people to work together and feel good about their team. This isn’t easy.
“Interviewing will take time away from feature development. I’ll be spending time phone-screening candidates. I don’t mind doing it, because it will save the teams time. I might work with the other managers or leads to help them learn. I’m not sure how this will work.
“You and I both know that hiring a person is the most costly and the biggest point of leverage we have in our organization. We want to make each hire great. I’ll start now.
“OK, what’s next on our list?”
Taking Hiring Shortcuts is Tempting
If you are a senior manager and you approve a req, it’s tempting to “help” another manager by giving that manager a hiring shortcut. But a shortcut is almost always a hiring trap—and there are plenty of hiring traps.
Don’t Hire Below Average People
One common hiring trap is to think that you can hire from the “bottom of the barrel.” I once consulted for a company that wanted to decrease the cost of their development. They purposely hired developers who were below average. They paid below average salaries. And the product? Below average.
By the time they’d been in business about ten years, their technical debt was significant. They didn’t have the technical ability to work themselves out of the debt they had built because they had consistently created a culture of below average people hiring people who were less capable than they were.
Don’t Hire “Rock Stars”
You might think I’m suggesting you only hire “rock stars” or “ninjas” or “gurus.” No, I’m not suggesting that, either. I am not a fan of people who call themselves any one of those titles.
When a person calls him- or herself a rock star, ninja, or guru, I wonder about that person’s capability to learn or become a part of a team. I once worked with a person who called himself the “code czar.” Yes, that was the title he gave himself. He decided it was his job to “clean up” the code everyone else had checked in.