Hiring People, Not Roles: Seeing the Potential Instead of Credentials

This blog is part 2 in a series. Check out part one here.  

In our previous installment of this series, we covered why our collective mindset in the project controls field needs to shift to “hire people, not roles” and how training plays a part. A second key piece of the puzzle: seeing potential in candidates instead of credentials.  

Hiring for any role can be a frustrating and overwhelming process. If you post an open position and get hundreds of applicants back, how can you possibly shift through them all to find the right one? Many companies leverage automated systems that filter out applications lacking certain key words or credentials. While in some instances this may be the only way to manage a deluge of resumes (and for some jobs there are certain certifications or education that are non-negotiable) you’ll likely filter out folks who could be an amazing fit for your team. Where possible, we recommend moving from using a specific job description or outline as a “checklist” for candidates, to instead focusing on the potential a job applicant holds. Here are three ways to do so.  

Consider the full context of your present-day operations  

Job descriptions can be useful for laying out tasks a role needs to complete and are often used as support for annual performance reviews. However, the tasks and process of doing them can look and feel entirely different based on your present-day culture and operations. If daily reporting is a requirement for a project controls specialist, how might that task be approached on different project teams? Is reporting considered an important and valuable piece for your team or a chore that must be done? In the first scenario you’ll want a person who is detailed oriented, a quick learner, and able to translate data into a story. While those skills are valuable no matter the case, the second scenario could call for a person who’s self-motivated to complete the work and not easily discouraged by others not seeing the value in the reports.  

Think about skills missing from your team 

Whether you’re hiring for a leadership position or an entry-level role you’ll need someone that meshes well with the rest of the team. However, we’re not discussing “cultural fit” here (which can be an abused principle). Instead consider the skills and expertise already on your team. Do you have a team full of hard workers who get the job done but could benefit from having someone more dedicated to creative ideas? Look for candidates that have experiences and personalities that speak to creativity, willingness to take risks, and the ability to adapt.  

Map out long-term project needs 

In some situations, you may be hiring for a role that needs to be filled ASAP and speaks to current needs. However, whenever possible, we recommend looking into the future and planning ahead. Once the current project is done, what’s next in the docket? How might the candidates fit into those projects? Look for common threads among the various projects that speak to skills and personality traits that will be helpful for the person in that role. 

Though it’s a shift from traditional thinking around hiring this approach can help you hire folks who want to stay on your team long-term and are a great fit. People rarely fit a checklist, and checklists seldom stay relevant forever. Consider the individual person in front of you as you interview, and you’ll be able to build a strong, cohesive team.