How do I hire?

I’d like to begin by talking about what I do not hire. I do not hire myself. In fact, I disagree with the currently popular recruiting technique of finding employees who “fit” into an employer's culture. 

I once met a candidate who was introverted, an achiever, and a team player very much like myself. I was tempted to hire her, because it was easy for me to talk to her. Further, I had been successful at my organization, and I felt that since she had common personality traits, she would succeed too. However, I found following this temptation ineffective, for three reasons: 

1.     In 30-minute interviews, we are often wrong in our assessment of qualities we share with candidates. Interviewees frequently try to please us by pretending to be similar to us, when in fact, they are not. 


2.     There is value in diversity. By diversity, I do not mean simply racial, gender, or socioeconomic diversity, but also diversity in backgrounds, personalities, and risk tolerances. I find value in discussing my projects with diverse peers, so that through a healthy debate, we can explore issues. 

3.     Company culture can and should evolve. Companies with a single, narrow culture can be efficient in the short-run, but their groupthink can make them vulnerable to being unable to adapt, or even survive, when circumstances inevitably change. Good examples are investment banks, many of which went bankrupt during the financial crisis, and others of which are still struggling to re-brand themselves post-crisis. 

So, how do I hire? I focus on 2 criteria: 

1.     Does the candidate have the requisite skills for the job? Before reviewing resumes, I make a list of skills essential for the position. Then, I review resumes to see which ones had experience in those skills. Lastly, during interviews, I ask interviewees about those specific experiences. 

2.     Is the candidate willing to learn? People obtain varied credentials, but the most relevant training occurs on-the-job. I have found that candidates who are willing to learn – from themselves and their managers, peers, and juniors – are the most successful. For companies with strong cultures, candidates who are willing to learn will be able to adapt. To ascertain learning ability, I ask interviewees about their learning experiences in various settings. I also sometimes give feedback to an interviewee during the interview, and observe how she reacts.