“Sure, it would be better to know, the first day, if the candidate is going to make it. It’s such a struggle. Agonizing. Sometimes, I want to tear my hair out. Sometimes, I just want to quit,” Janice lamented.
“Tell me more,” I prompted.
“When I became a manager, three years ago, I was all excited. My chance to step up in the world, assume more responsibility. I would have a team that would report to me. I would have respect.”
“That’s not really how it all turned out. I mean, it has its good days and bad days, but hiring people, I mean, hiring the right people is really tough. Seven people over two years. One problem, I don’t do it often enough to get good at it. Do the math, on average, once every four months I have to go back to the drawing board. It’s like starting all over, again,” she explained.
“If you did this hiring thing well, what would life be like, as a manager?” I asked.
“All that I dreamed about when I became a manager,” she replied. “I thought the role of a manager would be uplifting, important. But I always feel like I am down in the weeds. And I can tell, it’s because I don’t have the right people on my team.”
What’s Your Point?
Hiring managers don’t practice enough to get good at hiring (unless they practice). Headhunters practice everyday and they role play with your candidates. They anticipate inane questions in the interview so manicured responses sound elegant. Hiring managers don’t practice enough, so they get fooled almost every time. In what way could the hiring manager spend enough time thinking and practicing to make this a better process? If this job is done well, life as a manager is a wonderful experience.