Most of the times, we as entrepreneurs are required to take decisions for bringing people on-board. There are always two options:-
Make the hiring process as rigorous as possible and hire only the best talent.
Or move fast and hire average candidates and figure out how to help them excel.
The companies that thrive make the leap from good to great are the ones that chose only the right, self-motivated people who did not need to be mortgaged.
On the other hand, when we try to hire any just anybody, it slows down our speed by almost 75%.
Because these people will never have their own unique, driving vision for their respective departments.
They will get a job and spend hours trying to figure out how to do it.
Like an old battered engine, their performance will keep slowing down and it will eventually impact the company’s overall performance.
When I started my SEO Company, I did not know these valuable management lessons but fortunately, I got some great minds on-board.
Later on, I expanded into the website development and mobile application Industry.
I admit that I was indeed quite and very much in a hurry to move fast.
I focused on hiring people in volume and with speed instead of on pure merit. Consequently, my company that was turning a grand profit from day one went into the abyss of bankruptcy due to poor deliveries.
Even back then, my SEO team came to the rescue.
Web Design and mobile application were two departments bleeding my company to death. Thanks to their lack of vision, passion and focus on quality, I saw even the most profitable projects incur huge losses.
Every night, I came back and had nightmares!
I lost more than a million dollars and the fear of the company’s unstable future was paralyzing beyond imagination.
What I did next was something that surprised me. I didn’t know I could be tough but I fired my Human Resources Manager.
He was a bad hire.
I usually don’t judge candidates so soon or on the basis of how their last company treated them. But in this case, I was forced to evaluate the screening process and fire him because he was fired from his last job too.
He had a lot of experience, held a senior position but was eager to join my small company for half his then salary.
What he did was miserable. He hired people with no passion, no vision. People who just wanted to show up at a company for 8 hours and collect their paycheck.
He hired people with questionable performance scores.
I was very naive and I trusted him thinking he knows more than I do and my blind faith in my H.R. Manager really burnt me out.
But later on, I managed to bring a remarkable HR onboard. The process was indeed rigorous and after that, I just had to guide her, tell her my vision of the people I wanted to work with and she figured out the rest.
Now the company is fetching twice as much as profits than before.
Here are the lessons I always keep in mind when dealing with my workforce:
Lesson # 1: Never compromise with hiring even if it takes time to find the best talent.
Lesson# 2: If you find that someone does not fit the organization, make the call to replace or mentor as fast as possible.