When To Overhire – An Exception to My Rule
By Michelle Malay Carter on May 12, 2008
Talent Pipeline Development
My posts last week on over hiring stirred many comments. Thank you! Bloggers love comments. And you, my astute readers, sniffed out the one instance when you might choose to over hire – when you are preparing for growth.
A Conscious Choice not an Ignorant One
However, overhiring as a conscious choice of a talent planning component of a growth strategy is not what caused the striking statistic I used repeatedly last week – one in five employees is underutilized. Rather, this situation is clearly the result of ignorance.
System Design Considerations When Consciously Overhiring
When overhiring consciously, it should be wrapped in dialog about growth expectations for the organization and the employee.
Whenever possible, underutilized employees’ work should be supplemented with opportunities to lead or help with special projects which tap their full capacity.
Possibly, more face time with their manager-once-removed (i.e. their likely next manager) should be afforded to them.
The point is, don’t leave them unvalidated or unattended.
Don’t Tarry
It likely goes without being said that when consciously overhiring, aim for promoting the overhired as quickly as possible. Because, back to the unattended idea, a simmering pan on the stove will eventually dry up, damage the pan, and potentially burn down the building! (Did I say that?)
I’m OK. You’re OK. Let’s fix the system.
Have you ever consciously overhired? How did it go?
Filed Under Corporate Values, Employee Engagement, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels
Comments
5 Responses to “When To Overhire – An Exception to My Rule”
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As an employee I’ve always thought of this situation as being on the shelf. It’s a bad place to be. Talents go stale. Attitude drops from sheer boredom. Coworkers doing real work are resentful. Reputation slides.
Managers who leave employees on the shelf for more than a couple months aren’t doing anyone any good. Unused tools get rusty.
Hi Kwijibo,
I agree with your sentiments. Back in the day when I was “over my role”, I didn’t handle it well. However, if my boss or better yet, my boss’ boss, had come to me and said, “We recognize that you have more capacity than what is called for by your job, if you demonstrate a willingness to be patient, be assured we are looking to move you up.” It would have helped the situation immensely. Thanks for the comment.
Regards,
Michelle
Michelle – I like this exception to the rule.
I think it is especially important when hiring Gen-Ys as I’ve seen many jump ship when they find themselves underemployed and see little light at the end of a dead end career tunnel.
-Chris Young
Hi, Michelle,
Yep. In the midst of helping to”overhire” a third high-level exec for a company in transition. In this case, the issue isn’t growth; it’s a turnaround, and a situation where current managers have the willingness to do what it takes but not the knowledge.
They are actually pleased to see some very talented people come in to give direction and expertise at a critical time in the company’s history.
Good topic!
Hi Chris,
Yes, due to the internet, Gen-Y high potentials have more options than the more limited corporate ladder of yesteryear. When they find corporate life restrictive, they leave. So your point is well taken. Thanks for the comment.
Steve,
Yes, turnarounds usually require higher capacity. And as is usually found, the person who turns a company around is not usually the best one to stay around and lead after the turnaround. Why? Because it takes higher capacity to change something than it does to lead it under stable circumstances. So once things return to stable circumstances and things have been “operationalized”, the higher capacity turn around person will be bored.
Thanks for the comment.
Regards,
Michelle