When you have an urgent business need to be met, or a performance problem to be handled, it’s easy to think that hiring a "go-getter" is the solution. But, as cautioned by Chip and Dan Heath in their book Switch, "What looks like a people problem is often a situation problem."
Let's say you have a product:
|Your Problem||Struggling to move the product|
|Your Goal||To sell more of the product|
Your Hypothesized Solution
|To hire a "go-getter" sales rep|
Your Evidence (Supporting the Hypothesis)
|Is there any?|
|Your Results (Projected)||Profit. Success.|
We see this all the time. Managers see the problem, assume the solution is to "hire a go-getter," and go charging ahead. But that logic is often based on several unexamined (and potentially flawed) assumptions:
With no evidence, why would you assume any of these assumptions are true?
So before you charge forward with hiring someone, consider the following questions:
When hiring managers skip these tough questions, it results in an incomplete picture of the situation. And without definitive answers, these hiring managers fall into a trap. They sidestep the difficult answers, and revert to a much more basic thought process: "I need a sales rep. People always want jobs. So, if I post a job, candidates will come running."
But the best people will expect answers to those questions. So bottom line: if you don’t know the answers, you won't recruit the best people. But figure it all out before your start recruiting, and your odds of landing a top performer will skyrocket.
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