Rino Maltais helps organizations identify and attract key talent, with expertise in executive and professional search and strategic advice.
Why we settle for a candidate we know isn’t right
I often see this situation. A recruitment process begins. Applications come in. Interviews follow.
A pattern quickly emerges: most candidates do not meet the need. Their experience, fit or readiness for the level of responsibility is not quite right.
But the process is underway. At some point, pressure builds. The position needs to be filled. The team is waiting. The manager wants to move forward.
A reader asks: “Why do we feel compelled to choose, even when we know it is not the right person?”
We compare the remaining candidates and begin lowering our expectations. Eventually, we hire the strongest person in a pool that never met the original need.
At the time, the decision seems reasonable. The candidate seems acceptable. They can “do the job.” They are the best available option. Above all, the decision allows us to move forward.
Filling the role can simply shift the problem. The vacancy disappears, but the extra workload and unmet expectations remain.
The manager compensates. The team adjusts. Expectations are lowered. Gradually, the organization becomes accustomed to an “acceptable” standard, adequate performance and slower progress.
The cost of settling for the wrong fit is rarely immediate. It builds over time.
More time. More energy. Slower decisions. Lingering frustrations. Above all, a missed opportunity.
The right person could have strengthened the team, reduced the burden on the manager and helped work move forward. Instead, that opportunity is lost.
Understanding talent also means recognizing an important point: sometimes, not making a decision is less risky than making a poor one.
Sometimes the greater cost is hiring the wrong person, rather than taking more time to find the right one.
What’s your experience?
Does this reflect your experience? Tell us what resonates with you, what is missing or what you see differently.
Your turn
Do you have an HR question? We can respond confidentially or address it in a future edition of Jungle RH.