It’s all about the people, right? If you hire right, you’ll do well (so states the conventional wisdom). The problem is hiring high performers isn’t all it’s cracked up to be. Doing so can create tremendous problems for your organization and you’re the root cause of those problems.
Hiring high performers can work out great if you do it for the right reasons and if you create the right conditions to bring them in. More often than not, however, we hire for all the wrong reasons and never think beyond our immediate needs for hiring that superstar. When we do so, all we’ve done is arm the timer on an employment bomb that will go off in our faces.
Why do we want to hire high performers in the first place? There’s the belief that their amazing skill set can either save us from the dire situation we’re in or can create that massive new growth idea we’ve been desperately seeking. We believe their stellar track record will rub off on our teams and make us all better at what we do. Sure those things might happen.
Usually what happens though is we bring that high performer in, they burn brightly at first, and then they either sputter or get frustrated and quit. Those are the problems you cause. How? It’s pretty simple…
To successfully hire high performers, you have to first understand the near-term rationale for hiring them and also think through the longer term implications of their personal growth rate relative to opportunities the organization can provide.