THE BIGGEST MISTAKES NEW MANAGERS DO
Hiring personnel is one of the toughest jobs for new managers.
Human resources are the greatest asset of any organization, and nobody wants to hire the wrong person. Recruiting is a time-consuming process and requires careful planning, evaluation, and serious deliberation before taking a final decision.
Understandably, hiring personnel is one of the toughest jobs for new managers. First, they do not have the experience. Second, this lack of experience affects their confidence in their decision-making capabilities.
If you are a new manager in charge of the onerous task of hiring people, don’t let your insecurity get the better of you. Let’s take a look at some common hiring mistakes new managers make. Harvard Business Review gives some clues about 3 common hiring mistakes new managers should avoid.
You plan to clone yourself
If you’re making this assumption, it’s highly suggestive that you’re not thinking about the employee’s learning curve. You’re thinking of onboarding someone to share your learning curve. Instead, the new employee needs a discrete role — and path for development — of their own.
Hiring a new person is an opportunity to do something different than before — to innovate. Before you hire someone solely as a way to shrink your own task list, ask if you may be better served by delegating some tasks to other team members, offering them new mountains to climb.
Or perhaps the solution lies in better application of technological tools rather than additional people. If you really do need to hire someone new, don’t hire a mini-me. Hire someone who brings something new to the team.
You don’t need to know and do everything
There may be tasks that demand attention, but you don’t personally have the expertise to complete them. You value this skill in other people, and it’s what you’re looking for in a new hire. But there can be a couple of pitfalls with thinking this way.
Sometimes, there’s an undercurrent of envy — you may feel threatened because they have talents you lack. Or you may put them on a pedestal — we do this all the time when we say we want to hire a “unicorn” or a “ninja.”
Either way, you risk overpaying financially — and emotionally. Not only that, if you don’t understand the work they are doing, you may not have a clear sense of what path this person needs to be on to maximize their talent and overall productivity.
Just hire people that able to fill your weakness
Instead, couch the emotion this way — “If only I knew what I don’t know.” Don’t just say it; learn to really mean it. How can you solve a knowledge gap?
This is where diversity of thought, ideas, and experience is crucial. Hire to add those invaluable assets. If you really want to move your organization forward, you need people with varied skillsets.
People seeking different learning curves. You need to open your team to people who aren’t like you, people who disagree with you, who challenge your thinking, and who will tell you what you don’t know. If you lack mastery over parts of the domain you manage, part of your own development path is to learn.
By investigating the emotional “job-to-be-done” of a new hire, as well as the actual job we need them to do, we become less likely to hire the wrong person for the wrong role and more likely to hire a great person for a great role.
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