Hiring the Right Person for the Wrong Job

Hiring people is the hardest part of any organization’s growth. You have this perfect symbiosis of people working together in your environment, your customers and market share are growing and now you need to add to it.

You need to add to it for all the right reasons – they are overworked, you need more specialized skills and you’re starting to think about what happens if someone gets hit by a bus on the way to work.

You needed to grow the team and you needed to do it yesterday.

But you can’t because you’re worried you might hire the wrong person that doesn’t fit into your culture, that doesn’t jive with everyone else, that breaks the symbiosis that you have going on now.

That culture that you are so fond of, is going to change no matter who you hire, that culture you have is what got you to where you are but now, just like your team and your organization, it needs to evolve, it will evolve, it will grow.

Fixing a bad culture fit is an easy fix – let them go, fire them, drop them. You can feel out a bad fit after a few months, take correction action and move on and if anything this will strengthen the culuture you have in place.

The harder problem to solve is when you’ve hired someone that fits in great with the team, has great skills where they contributiong but when you take a step back to look at what your organization needs to level up, it’s not them.

Maybe you didn’t realize it until they started (and the real issue was exposed)?

Maybe you had an inkling of what you needed but wanted to hire with what you knew and that was easier.

Maybe you hoped this hire would be a Jack of All Trades and lessen some of the impact on the team in that area.

Whatever the reason – you have a great new resources not doing the job you need to have done to ensure your organization’s future growth.

You hired a Developer, you really need a Product Manager.

You hired a QA Lead, you really needed someone someone onsite with customer running through Beta trials.

What do you do?

Do you shoehorn them into something they don’t want to do and see where it goes?

Are you upfront with them about the mistake that was made and see if they want to make a career switch of move on?

Do nothing and hope it all works out and that piece that you really need gets done at some point in time?

I’m sure there are other solutions that you can think of but all these solutions revolve around that new team member when you need to be thinking about your organization and the current team you have in place. Your current team is looking to you to make the tough calls on how to direct the company and keep people from burning out, your team is looking for you to be focused on where they should be in the next six to twelve months and line them up for success and your team needs you to know when to change course with what’s best for them.

When you’ve hired the wrong person for the job, the problem will not fix itself unless that new team member is looking for a complete 180 career switch but even then they’ll be starting at ground zero with none of the experience and knowledge that goes along with it – translation – you still lose.

Hiring the right person for the wrong job is only acceptable when you’ve got the funds for it, when you’re cycling towards mass growth, you don’t have the time or the funds for it so make sure you know what you need before you bring them on.

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