Analyzing your company’s recruiting policies will give you valuable information to inform your own planning.
How are your training methods? Does the company provide formal training to new hires? How about informal training? If so, what training is offered and how often? Observe how employees are trained, and ask if training is meaningful to them. Do they learn a formal lesson or do they just do what they’ve always done, observing the status quo?
Observe the company’s actual hiring policies. Are they obeyed?
Should hiring policies include a software-type measurement for whether a job is obeyed or obeyed by the company as well? Do you need to hire a person if the company is having an employee-employer dispute, and if so, what is the company doing to prevent it and what are the repercussions for ignoring it?
Maybe you want to reevaluate the benefits of hiring technical employees. Maybe you are hiring employees whose skills are in line with the existing workforce. Or maybe you want to hire people who are more capable in software than in normal, manual skills.
Checking your hiring policies will reveal your corporate goals and intentions.
To get a job in your software company, you need to exhibit very high levels of technical expertise. You don’t have to demonstrate years of programming experience, but you should be able to see the value of and need to use employee onboarding software to form part of the recruiting process.
Do you need employees who are technically ignorant to accomplish your goals?
Based on your experience as a hiring manager, do you believe that hiring technical workers is essential, and that they can overcome any problems in non-technical skills? Or do you think software is inherently obtuse?
To decide what to do with a high technical skill candidate, try to determine your actual management and leadership goals for the person’s involvement in the organization. How much would his or her expertise actually be useful to you? What is the level of knowledge that you need for the technical skills you want?
Once you have identified your real goals, ask whether the person will actually be a valuable contributor to your organization. If you need a lot of help for your technical goals, but want to retain the person as a technical resource, that is good. If your organizational goals do not include a lot of technical assistance, and you need a lot of non-technical assistance, that is bad.
And if you need to help the person overcome his or her lack of technical expertise and become an effective software technical resource, then perhaps you need to overlook that lack of technical ability.
Put It into Practice
Think about it: What would you do if the most important decision of your day was to hire or not hire someone?
If it was your day-to-day life, would you even know whether you were making good or bad decisions regarding your hiring practices?
If you said, “Of course I would know,” then I suggest that your judgment is seriously flawed.