Recruitment is often seen as a complex process where mistakes are almost inevitable, especially in the startup world. However, with a rigorous approach and a deep understanding of biases and pitfalls, it is possible to significantly reduce bad hires. During a talk hosted by the co-founders of Sonnar, with Alexis Fogel, co-founder and CEO of Stonly, and Antoine Freysz, CEO and co-founder of Kerala Ventures, we discussed the most common recruitment mistakes and the best ways to avoid them. This article summarizes the key takeaways from that discussion.
1. The Pitfall of Complacency in Recruitment Processes
Complacency in recruitment processes is a recurring issue. It often manifests as rushing through critical stages such as reference checks or technical interviews. This kind of mistake can have long-term consequences. It is crucial to take the necessary time for each step of the process and to avoid any form of complacency, even when the hiring need is urgent.
2. Overcoming Recruitment Biases
Recruitment biases are numerous. For example, there is often a preference for candidates from certain prestigious schools or a tendency to skip in-depth evaluations of senior profiles. These profiles, however, require a thorough assessment, as a bad hire at this level can have disastrous consequences for the team they will manage.
3. The Culture Factor: Beyond the Simple "Cultural Fit"
The culture factor is perhaps the hardest to evaluate. Even after meeting with the team or calling references, it’s still possible to get it wrong. It’s not just about ensuring a "perfect fit" with the company's stated values, but about identifying fundamental values such as listening skills, the ability to question oneself, teamwork, and commitment. These "core values" should be shared by everyone, beyond the specificities of each company. Without them, a work relationship can quickly become problematic, or even toxic.
4. Avoiding the Trap of Hasty Decisions
Hasty decisions, often driven by the urgency of hiring "for yesterday," lead to selecting the first candidates who show up. Recruitment under these conditions is rarely successful and is often the main cause of a bad hire. It is better to wait for the right profile than to take the risk of hiring the wrong person. The costs of a bad hire (in terms of time, money, and team impact) are much higher than the cost of an additional delay.
5. The Danger of Emotional Investment
When an employer invests a lot of time and energy in a recruitment process, they become emotionally invested in the success of this recruitment. This can create a bias that leads to ignoring certain warning signs. It is advisable to use the probation period to continue objectively evaluating the candidate's performance. Some companies set up monthly recruitment committees to monitor and adjust the integration of new hires until their probation period is definitively validated.
6. Setting Clear Objectives from the Start
Setting clear objectives from the very beginning is crucial, especially for senior profiles. One should ask, after four months, if the person has brought something tangible to the company. Performance discussions should focus on meeting the defined objectives rather than subjective considerations. A good candidate, even if they are on a long-term mission, should be able to have a visible impact early on in their role.
7. Personality Evaluation
There are tools like the YC questionnaire of 70 questions to assess a candidate's personality and discuss various topics in depth: politics, working hours, reactions to crisis situations, etc. Talking about strengths and weaknesses, though it may seem cliché, is a pertinent question. The way a person responds shows whether they are ready to question themselves or to learn. When a senior candidate avoids such questions or responds with stereotypes, it’s a red flag.
8. Culture Assessment: A Long-Term Process
Evaluating "cultural fit" is an ongoing process that does not stop after the interview. Some companies, like Stonly, set up follow-up committees that meet every month with different managers to provide feedback and evaluate the candidate during their probation period. If this period needs to be extended, it must be justified by specific criteria to be observed in the following months.
9. Red Flags to Watch Out For
Certain signs should raise flags right from the beginning of the recruitment process:
- A candidate who consistently uses "I" instead of "we," showing a lack of team spirit.
- A candidate who systematically avoids questions about the company culture or responds with generalities.
- A manager who starts by saying they want to "train the team" rather than quickly identifying immediate opportunities for improvement.
10. Balancing "Cultural Fit" and Diversity
It is important to ensure that "cultural fit" does not become a barrier to diversity. A company should be open to different profiles while clearly defining fundamental values that are non-negotiable, such as respect and equality. "Cultural fit" should not be an excuse to reject profiles that would bring new perspectives.
Conclusion
Recruitment mistakes are common, but they are not inevitable. By approaching each recruitment process with rigor, objectivity, and paying attention to core values, it is possible to avoid many bad hires. As demonstrated by Alexis Fogel and Antoine Freysz during this talk, a successful hire is not just about finding the right resume. It’s about ensuring that the person is truly aligned with the company’s needs and culture and can make a significant contribution from the start.