Do You Bring Someone Onto A Job Just To Let Them Down?
Ok, maybe you don’t fire your new hire, but the net effect is the same when they leave anyway because the job they accepted wasn’t what they had expected, and was much less than what was conveyed to them, during the interviewing process.
From the new hire’s perspective, hiring them for having the right skills on paper only does not suffice when it comes to the perfect storm of success in an Employer-Employee union—the right Skills, the right Environment, and the right Growth. The right level of skills is just the beginning.
Organizations might be impressed by the initial skills, and the subsequent interview and conveyance of those skills, but then what happens when we get them in the door?
Most companies get it right in the onboarding of their employees in that they understand employees are not merely the pillars of foundation and support–what’s below the surface to keep the environment going with their skill and technical know-how–but also serve as builders of what’s above ground in the form of helping the organization grow and evolve, providing value off of said foundational tools conveyed (and those not conveyed) in their credentials.
Some companies are fine with not fostering any kind of growth. They believe their hires have enough skills to keep the status quo going so that’s enough for the going concern of the entity.
If you’re not supporting growth and evolution in the workplace to create an open learning environment, then the mission will eventually fall short or fail in this ever-evolving world. If you’re not moving forward in this world, you’re practically standing still. And if your competitors are evolving, growing that gap between you and them, then, in essence, it’s as if your moving backwards.
The most basic and general checklist for bringing someone on board for a successful career: Skill. Environment. Growth.
- Do they have the Skill to get them through the door?
- Once you’ve seen they have the Skills you need, do you provide the Environment to allow for them to squeeze out as much of their resume as they’d like to? They have the technical know-how and Skill that you need for this job, but does your workplace foster expansion upon their past experience, professional exposure, and rounded-out character so that they can bring forward a total contribution to your workplace?
- Once you’ve seen they have Skill enough to hire and provided the Environment for them to thrive, have you provided avenues, resources, or support in order to allow them to achieve full and developmental Growth? The difference between Environment and Growth here is that in Environment, as has been known, you get out of their way and don’t hinder their contribution, but then in Growth, you go above and beyond what they bring on their own and ensure their development to reach the potential that’s possible.
This list doesn’t take into account the cultural and personality fit of the candidate to the organization; that’s for the organization to gauge, determine, and decide.
Hopefully, everyone you bring in for an interview will have the skill, but not all of them will necessarily seek out the environment and growth. To each his own. There are myriad professional ambitions: The “I’m not done growing, making an impact, or reaching my potential” vs. the “This looks like a decent spot to veg out and coast until my retirement” attitudes. These are extremes that exist in the variety of ambitions, so obviously there are people that might fall in between those two just mentioned. It’s up to you to make sure you find the right fit for you and for them. Doing otherwise would only serve as a disservice to both parties.
Their resume and skills are the foundation, but you need to provide them with your share of tools to allow them to build off of their starting point.
Long Story Short: Say you disappeared tomorrow. Have you been working in the direction of providing the maximum support, guidance, and tools to allow the newbie(s) to take over the reins in your absence and improve the organization going forward?
Just because you’ve hired someone, doesn’t automatically make it a successful union. Ignoring any one of the three points above will only allow them to fall short. Don’t set them, and therefore your company, up for failure.
Don’t hire to fire.