One of the least scientific aspects of running a business is the hiring process. Studies have shown that the factors hiring managers tend to focus on––good schools, impressive past positions––are poor predictors of long-term success in a new position. So what else is there? Linda Hill, professor of business administration at HBS, offers a series of questions that can help you prioritize the right things in a potential hire––it’s a little more work upfront, to save you a lot of headaches later.
(gentle music) … - As one of the people I was sort of talking to said, … hire hard so that you can manage easy. … What you want to think about … is not simply the technical capabilities … or whatever it might be of that person, … ask yourself whether that person fits the culture … that you're trying to create in your organization. … Because if they don't fit the culture, … there's going to be a problem. … So what we do see in hiring people, … you want to think about whether they are sort of T-shaped, … whether they're very deep in terms of what they know, … whatever that area of expertise might be, … and whether they're very broad. … That is, they kind of have a general sense, … they can collaborate, … they have a sense of the kinds of issues. … In some ways, they're open-minded and will over time … develop sort of a general business kind of perspective. … So that's what you're kind of ideally looking for … when you're looking to hire people. … It really is worth paying attention to …
This course includes videos from:
Josh Bersin, world-known industry analyst and founder of Bersin by Deloitte
James Citrin, leader of the North American CEO Practice of Spencer Stuart
Linda A. Hill, professor at Harvard Business School
Jamie Wheal, leading expert on the neurophysiology of human performance, Flow Genome Project
Kelly Palmer, thought leader on learning, business, and career development
Note: This course was produced by Big Think. We are pleased to host this content in our library.