After the candidate has ticked all the boxes of what you need for the role and for the business, you need to step back, neutrally put your own interests aside, and ask yourself: "Is this job the next best step for this person in their life?"
Paul Tudor Jones' fatuous comments expose his lazy, retrograde thinking. With his superior intellect, he could easily solve the breastfeeding dilemma -- in fact, a few modern companies have already done so.
I often get called upon by my clients to interview potential sales representatives for their teams. It is easy to be swayed by their engaging personality, smooth style, or polished appearance. However, there are two things that I always seek.
In the race to find top talent, speed might just be the name of the game. Whether your startup company is pre- or post-funding, getting the right people on board as quickly as possible is the best way to ensure success.
It's easy to be imprecise about what kind of "smart" we are looking for when hiring. Asking, "is someone smart" is a simple way to screen a candidate. Just be sure that you're not going from being simple to being simplistic. Know what you need and where you need it.
When we can't honestly ask and answer the question "Why should a person with career options desire a job with our organization?" then we have no choice but to keep blaming our recruiters for our own blindness, or deluding ourselves in other ways.
Even if an organization is able to reorganize in a way that eases out its under-performers, most managers still lack solid hiring skills, and few have a well-developed nose for talent that makes a difference. Here are a few counter-intuitive rules for finding the best talent.