Sixty resumes submitted and counting. A half-dozen interviews scheduled and more in the pipeline. Key team members prepared to have hour upon hour devoured in interviews, presentations, and meetings. The thought of having several weeks consumed by the process of hiring a new team member causes many leaders to delegate the responsibility to someone else…anyone else…just so long as their lives aren’t sucked into the black hole of endless interviews.
Hiring new team members is one of the most important responsibilities of a leader and is one that cannot be delegated. You can’t leave it to the personnel manager, HR, or a head hunter. They can help in the process, but it’s up to the leader to be intimately involved in the recruitment, interviews, and selection process.
I believe there are at least three key reasons why leaders shouldn’t delegate this responsibility:
1. People are your number 1 strategic advantage – The one thing that differentiates you from your competition is your people. The success of your organization rises and falls with the talent of your people, and as the leader, you need to call the shots about who is and isn’t on your team. There is a reason why the coaches of professional sports teams are increasingly wanting control over personnel decisions. If they are going to be held accountable for the performance of their team on the field or court, they want control over selecting the players. You should feel the same way.
2. Team chemistry can make or break your success – You know better than anyone else the mix of skills and personalities you need on the team. . Your job is to always raise the capabilities and performance of your team, and in order to do that, you need to be intimately involved in the hiring process. I view the hiring process as similar to the recruitment efforts of a college sports team. You want to stockpile as much talent as possible to not only replace the outgoing players, but to create a level of healthy internal competition that requires everyone to raise the level of their game. You can’t do that by outsourcing the hiring process or decision.
3. The amount of risk and investment demands it – With no disrespect to Human Resources, Personnel, or anyone else involved in the recruitment process, you will be the one stuck with a bad hiring decision, not them. The cost to replace a bad hire can range from 1.5 to 3 times the salary of the position and that is a level of responsibility that requires the leader make the decision. Should a new hire not work out, the termination process can be a lengthy and arduous process that’s even more grueling and taxing than the hiring process. The risk-reward ratio is too high for the leader to delegate the hiring responsibility to someone else.
Bringing new people on your team is one of the most important responsibilities of a leader. You will win or lose with the talent on your team and selecting new team members is not a responsibility you can, or should, delegate to someone else.
What do you think? Should a leader ever delegate the hiring decision to someone else? Feel free to share your thoughts by leaving a comment.