Have you ever hired someone with a strong resume who flamed out because they weren’t detailed enough for the role? That’s not just a skill issue – it’s a behavioral fit issue.
Or maybe someone nailed the interview but ruffled feathers with clients or colleagues. Again, behavioral.
What about a referral from a top performer who never seemed to take ownership of their tasks? Still behavioral.
When working with clients to design roles, we focus not just on the skills needed and cultural fit, but also on behavioral requirements, because it’s the behaviors of an employee that often make or break their success.
As we move through this efficient yet systematic process, there’s a moment when stakeholders start to align on the behavioral requirements. That’s when I ask the million, dollar question:
"If we could 3D print this candidate, would you hire them?”
(For the record, I do not.)
Almost every time, the answer is, “Absolutely! But… what if this person doesn’t exist?”
That’s a fair question, especially given the tight labor market some industries are still navigating.
Here are my top three tips for when your “perfect hire” (or “purple unicorn”) doesn’t show up:
1. Who Will They Be Working With?
Too often, we view roles and candidates in a vacuum, as if this person will be operating on an island without support or collaboration. In reality, most workplaces are highly matrixed and team-oriented.
Before making a hiring decision, evaluate who this person will be working with and reporting to. What are those individuals’ strengths and blind spots?
For example, if you’re hiring for a role that demands strong attention to detail, but the candidate you're considering may struggle in that area, ask yourself:
- Who on the team could serve as a “first line reviewer” for this person?
- Can responsibilities be adjusted so that this new hire focuses more on nuanced tasks, while highly detailed work is given to someone who excels in that area?
Sometimes, making a candidate successful requires rethinking how work gets done in your organization.
2. Are Your Expectations Realistic?
In today’s complex business environment, it’s tempting to expect candidates to be a “one stop shop”: someone who works independently but is also collaborative; outgoing, yet reserved; fast-paced, yet methodical; a rule follower who also thrives in ambiguity.
Sure, that person might exist, but they’re likely your elusive purple unicorn. That’s why I encourage clients to clearly define their three non-negotiables. Once those are met everything else should be open to flexibility.
If stakeholders aren’t realistic about how a candidate will perform or grow into the role, they’re setting both themselves and the candidate up for failure.
3. What Level of Investment Are You Willing to Make?
In 2024, corporate America spent $98 billion on employee training. It’s clear: we must invest in our employees, whether they’re star performers or hires we “settled on.”
But budgets aren’t infinite, so we need to be strategic. When hiring someone who isn’t a perfect match, conversations about development shouldn’t wait until after they start. Before the offer is extended, discuss what customized investment will be needed to help them succeed.
- What gaps will they need to close?
- What resources, time, mentorship, and training are available to support them?
If you leave this to chance, or simply place them on the standard onboarding track, their likelihood of success drops significantly.
Hire for Success with Kreischer Miller’s Talent Advisory Services
You may have noticed a pattern in the three tips discussed above. The steps you take when hiring someone who isn’t a perfect fit should happen before the offer is made. An employee’s path to success or failure begins the moment they walk through the door. By taking a strategic approach to hiring and onboarding, especially when you have to compromise, you’ll save time, money, and a whole lot of frustration down the road. If you have any questions or would like to learn more about our Talent Advisory Services, please contact us.