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Four types of people I will not hire

Since I published this piece about interviewing, I got lots of questions about whom I will or will not hire. After observing how people perform in the interviews, and later on how they work, here are some thoughts.



1. People that only give lip service


Many people talk a great talk during the interview and afterward. They are articulate, talk with confidence, and may even sound inspiring. However, actions speak louder than words. Don’t just listen to what they say, observe what they do.


Some people may pitch a great vision but fail to execute even the most basic plans. Others talk about diversity and inclusion but only end up hiring people like them. Others, yet, can have an in-depth conversation about technology innovation but still work the old way they did five years ago.


One way to sort out this kind of person is by asking them detailed questions during the interview. However, questions and answers only go this far. Unfortunately most of the time we can only really identify such people after they are actually working with us. Once in action, it’s very easy to figure out who just talks and who actually takes action and initiative.


Once identified, they should be let go immediately. Failing to do so is a signal to the entire team that giving lip service is ok. It is not ok. It is the fastest way to derail projects, delay timelines, and overall kill team morale.


2. People who can’t work with others



https://www.personneltoday.com/hr/handling-employee-with-bad-attitude/


At GM Cruise, there is a specific term for this, called the “brilliant asshole”.


I’ve talked about hiring and retaining creative people, who may at times be edgy. However, that’s very different from being an asshole and cannot work or collaborate with others. After all, in today’s workplace, we need to work in teams, not by ourselves. It doesn’t matter how brilliant you are, if you can’t work with others, then this is not a good place for you.


For a manager, in the first instance, you need to figure out whether this is a one-off instance where two people just need to learn to get along, or if one of them just has a fundamental and systematic issue with working with others. If it’s the former, a little coaching and team building may go a long way. If the latter, then that person needs to go, immediately.


Nothing is more demoralizing than having a person that seems brilliant and has lots of good ideas, but nonetheless acts like an asshole and refuses to collaborate and work with others. It might be ok if you are a famous actor or artist and you mostly work by yourself. It’s not ok in today’s teamwork environment where everything is accomplished by a team of people.


3. People who have no ambition or curiosity



Granted, we have different goals in life, and not every soldier wants to become a general. But at the very least, this soldier should aspire to be a better soldier and learn the things to become a better soldier along the way.


I’ve always refused to hire, and been very fast to fire “button pushers”. They are content with the status quo. They have no desire to learn. They don’t even bother to ask questions. They’ve always done things this way, and they are happy to continue to do so as long as they are collecting a paycheck.


This mentality might be ok if you are a blue-collar worker back in the day. Didn’t everyone just work at the assembly line, take their lunch breaks, get paid, and go home? But not in today’s fast-moving, fast-growing startup world. We need people who are curious, who ask questions, and who want to learn and grow into something bigger and better.


4. People who have too much ambition


This is probably the most controversial point. I am totally cool with hiring someone who tells me that they want my job someday. I actually encourage that.


Where I have a problem is when the person shows a lack of awareness of where she or he is and where she or he can go in the foreseeable future. For example, if I am hiring an entry-level buyer at a startup, and ask this person where they want to be in five years, I am cool if they say they want to be the head of procurement in this company. But, if they tell me they want to be the chief strategy officer at Apple (which, by the way, actually doesn’t exist), that may be a bit farfetched.


Again, I am all for being ambitious and confident. But know where you are, where you want to go in the foreseeable future, and know a pragmatic and practical path to get there, with existing circumstances. Miracles do happen. People could go somewhere far beyond their imagination in due course. But we typically ask our interviewees about a one-year, three-year, and five-year plan, and they should know where they are and where they can be within the realm of reason. Otherwise, they are probably overly confident and not down to earth.


Thoughts? Drop me a line. I am up for a healthy debate.



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