The Entrepreneur Insiders network is an online community where the most thoughtful and influential people in America's startup scene contribute answers to timely questions about entrepreneurship and careers. Today's answer to the question "How do you avoid hiring the wrong people?" is written by David Glickman, CEO of Ultra Mobile and Primo Connect.
Over the course of my career, the biggest obstacle I’ve had--and one my peers have had--is hiring the wrong people. We all know that a bad hire can be costly to a company: missed business opportunities, strained relations at the office, and a potentially massive legal bill when you're forced to let someone go. Add the complexity of a fast-growing startup, and there's the risk that the role you hire for today may not be relevant tomorrow. How can you avoid bad hires while still growing a team that can adapt to the changing environment of your business?
The answer is surprisingly straightforward: Look for flexibility and versatility. If someone is flexible, I know he'll be more able to adapt to the changing pace of the company, and will have a willingness to step up when new opportunities arise. When I hire someone who is versatile, I know he can expand his role as the company's needs change. In both cases, you're setting your team up for long-term viability.
To avoid tearing your hair out, here are three ways to avoid bad hires while growing your team in a changing environment:
Screen for long-term viability
My company is a big advocate of the screening process. This means taking the time to evaluate each candidate's background, and identifying individuals who you can see have grown with opportunities instead of just following the traditional ladder. This will save you time, energy, and avoid the kind of interviewing fatigue that can lead to regretful mistakes--like that person you knew you shouldn't have hired, but did anyway after realizing you didn't have it in you for another round of interviews.
See also: 5 Ways to Avoid a Really Bad Hire
I then reserve the interview process to identify applicants who have demonstrated an ability to learn on the job and adapt quickly to changing circumstances. I find the key to a successful interview is to ask about prior leadership roles and the tactics they've used in organizing events, raising money, or growing a team. Self-direction is critical in a fast-growing company, especially since responsibilities can change radically from week to week and month to month.
I also try to quickly assess their pace, confidence, temperament, and determination by opening up a conversation about the company and seeing how the interviewee responds. If the person can't keep up with the pace of the conversation, it may be an indication that he or she isn't a good fit. Don't hire someone simply because you need something done. Hire someone because he can be an effective player on your team.