Brian Walch argues that hiring only for immediate skills leads to bored employees who leave quickly. Instead, define onboarding first, identify what can be trained on the job, and hire for growth potential. This broadens your talent pool and keeps people engaged longer.
Chapters
When managers are faced with hiring decisions, too often they are looking at a skill set that's needed to be successful in that role today. The problem with that approach is that you are limiting the length of window that that person is going to be engaged and happy in that role. If they have the skills necessary to do the job today, tomorrow, they're more likely to be bored. So what we do is start working with managers to help them define what is their onboarding process and what skills are they willing to train so that then they can identify candidates that might have all the attributes to be successful in the organization, but not necessarily the skills to do the job today. That helps improve the candidate pool, gives you a wider range of candidates to apply for, and and when that candidate becomes an employee, they have a longer window of working in a job that they find engaging and rewarding.