You're in the midst of interviewing candidates. How do you decide between risk and experience?

The company’s needs irrespective of whether long or short term plays a key role in making a hiring decision. This calls for conducting a thorough analysis of the current skills gaps within the team to identify what skills are a priority This way, the hiring decision will focus on getting the right skills set required. It therefore implies that it is possible to hire a candidate with less years of experience but with the right skills for the company. Experience then may not always be the sole determinant in making a hiring decisions, sometimes the strategic priorities of the business leads the hiring decisions

Some of the greatest successes I have recruited have been when we have chosen risk over experience. That said the role, business culture and support mechanisms for that hire have to be in place to ensure the candidate has everything they need to grow and develop. Any new hire has to be considered holistically. There is no such thing as the perfect hire, it’s balancing what’s right for the business and the candidate.

Assess the role's requirements and the company's current needs. If the role demands innovation and fresh perspectives, a candidate with potential but less experience might be a good fit. Conversely, if stability and proven expertise are crucial, prioritize a candidate with a solid track record and relevant experience. Balancing these factors can help you choose the candidate who best aligns with your strategic goals.

Evaluating a candidate's fit for a role goes beyond just checking off a list of skills and job requirements. It's about taking a closer look at their past experiences and behaviors to see how well they mesh with your company's culture and values. Think of it as a puzzle where you're trying to see if their unique pieces fit seamlessly into your bigger picture. This means considering how they handle challenges, collaborate with others, and align with your organization's mission and ethos. So, it's a mix of logic and intuition, ensuring that the candidate isn't just capable of doing the job but will also thrive and contribute positively to the workplace environment.

Cultural fit is one of the most important aspect when I assess candidate's fit besides job experience. The candidate may have the right skillsets however if it doesn't fit the DNA the hiring team/company, it will be a misfit to the organisation. I'll usually assess the culture fit by asking behavioural questions and to see their response, which comes in verbal or non verbal and many of times, this will be an indication on how they deal in tricky situations. After all, if a candidate may not have a 100% skills match but has a strong culture fit and great attitude, I'll recommend for the hiring team to consider. Usually these candidates has proven to have the longevity to grow and thrive in the organisation.

Cultural fit is a critical element in the hiring process. Even highly experienced candidates may struggle if they do not align with the team’s ethos. On the other hand, a less experienced candidate who embodies the company's values and possesses the right attitude can swiftly become an invaluable asset. To assess this, use interviews to delve into candidates' values, work ethic, and interpersonal skills. These discussions provide insight into how well candidates would integrate with your team and whether they would positively influence the work environment.

When thinking about hiring a less experienced candidate, it's important to weigh the potential risks and benefits. Sure, they might lack the experience that seasoned pros bring to the table, but they could also bring fresh perspectives and a hunger to learn and grow. Consider their unique qualities, like enthusiasm, adaptability, and innovative thinking. These traits might energize your team and drive creativity. On the flip side, there's the risk they might need more training and time to get up to speed. It's all about balancing the immediate needs with long-term potential, and how their personality and potential could impact your team's dynamic.

By asking candidates situational interview questions and requesting that they complete a specific task which requires the skills or professional experience that they would need to apply while on the job, employers can reduce their risk of hiring someone who may not be a great fit for the open position.

There is nothing wrong with hiring a candidate that will challenge the status quo. Long tenured employees often get stuck on past practices and can have trouble evolving to stay current with business trends. Hiring a generational younger employee can bring the team along to new business processes, like the use of AI.

From my perspective, risk and experience are two distinct factors when deciding between candidates. For roles involving leadership, people management, or individual contribution, I prioritize experience. These positions require a proven track record, strong leadership abilities, and the capability to manage complex tasks independently. However, if the role focuses on being a team player or if the team has the capacity and time to train a new resource, I'm more inclined to take a risk. In these cases, I seek candidates with potential, strong foundational skills, and a desire to learn and grow within the company. This balance ensures the best decision for both immediate needs and long-term team growth.

Consider the time horizon that you have for the candidate’s impact in the role. A candidate with less experience could have more long term potential in terms of learner mindset and flexibility. A seasoned hire is going to make an instant impact and have practical background to tackle your current opportunities. The hiring manager’s people development ability, and appetite and capacity to spend time on that, are important factors. Importantly: ask them directly about those traits so you don’t fall to bias. Lastly, a good question to ask yourself: “Do we need the leader for today’s context, or is this a leader for tomorrow’s environment?” Let the answer to that guide your decision.

1. Important considerations include the recruiting manager's aptitude for people development. 2. TRUST YOUR INSTINCTS 3. Candidates with less experience frequently offer creative solutions and a new perspective on problem-solving.

Evaluate how each candidate aligns with the company’s long-term goals. For instance, an experienced candidate might meet immediate needs but a less experienced one with high growth potential might fit better with future strategic plans and offer more value over time.

Consult your gut, if you have done this long enough, you know that feeling you have. Begin to trust it more. There is a reason we become seasoned veterans.

Although candidates with experience may make an immediate contribution, it may be more advantageous to invest in a less experienced candidate who has great potential later on.

Assess the potential for each candidate’s growth within the company. For example, a less experienced candidate who shows strong learning ability and a keen interest in the industry might develop into a key asset, whereas an experienced candidate might have reached their growth plateau.

When deciding between risk and experience in an interview, weigh the immediate need for proven skill and impact against potential for fresh perspectives, growth and adaptability. Consider the role's requirements, team dynamics, culture fit and company's capacity to support and develop the candidate. Choose the candidate who best aligns with your company's long term goals and values.

When making the final decision, balance the immediate needs of the role with the long-term vision of the company. Consider the overall impact of each candidate on team dynamics, project success, and future growth. For instance, if you’re facing a tight deadline, an experienced candidate may be the better choice. If you have time to invest in development, a candidate with strong potential might be worth the investment.