Gemini.
Based on the article “Hiring Without Firing” by Claudio Fernández-Aráoz, the following ten “deadly traps” often undermine the executive hiring process:
- The Reactive Approach: Companies often seek a new hire who possesses the same good qualities as a departing executive but lacks their specific defects. This focuses the search on a familiar personality rather than the actual requirements of the job moving forward.
- خیلی وقتها یک نفر رو از دست دادیم. حالا میخوایم نفر بعدی رو استخدام کنیم. تو استخدام نفر بعدی دنبال این هستیم که مثل قبلی باشه فقط فلان عیب رو نداشته باشه. انگار کاندیدا در واکنش به کاندید قبلی شکل گرفته.
- Unrealistic Specifications: Search teams frequently create exhaustive, contradictory job descriptions that could only be filled by a “superhero”. This narrows the candidate pool and may exclude highly qualified individuals who lack specific credentials like an MBA.
- ترکیب بتمن و سوپرمن😁
- Evaluating People in Absolute Terms: Executives often label candidates with vague, absolute terms (e.g., “Joe is a good manager”) without considering the specific circumstances of their past performance.
- Accepting People at Face Value: Hiring teams often fail to look beyond a candidate’s self-presentation. Candidates may “finesse” the truth on résumés or during interviews to escape a bad situation or secure more money.
- Believing References: References provided by candidates are often of limited value because former colleagues tend to be generous with praise and avoid reporting negative information to maintain relationships or avoid potential lawsuits.
- The “Just Like Me” Bias: This is the pervasive tendency for interviewers to highly rate candidates who share their own background, credentials, or perspective.
- Delegation Gaffes: Busy executives often delegate critical early steps—such as creating job descriptions or conducting first-round interviews—to staffers who may be ill-prepared or motivated by their own internal agendas.
- Unstructured Interviews: Many interviews devolve into “friendly chats” or loose conversations about mutual acquaintances rather than using a list of well-prepared, structured questions designed to reveal relevant competencies.
- Ignoring Emotional Intelligence: Companies frequently focus exclusively on “hard data” like IQ and job history, ignoring “soft data” like self-awareness and empathy. Research suggests emotional intelligence is twice as important for excellent performance as pure intellect.
- Political Pressures: This is described as the most pervasive trap, where well-meaning people use hiring to further their own agendas, such as hiring friends, choosing allies in joint ventures, or advocating for weak candidates to avoid personal competition.