Hiring Right: Why Speed Isn’t Strategy

For many managers, hiring feels like a race against the clock. The team is understaffed, growth is pressing, and the instinct is to fill the seat as quickly as possible. But according to experts, rushing the process is one of the surest ways to undermine long-term success.

As Inc. reports, Mark Clark, an associate professor at American University’s Kogod School of Business, warns that relying on gut instinct — “I know what I’m looking for” — is one of the worst ways to hire. What truly works is investing more time and energy up front: defining the role carefully, planning for the future, and building a structured process that weeds out guesswork.

Start with Clarity

A well-crafted job description is more than a formality. It’s the foundation of the entire hiring process. Done right, it clarifies responsibilities, reporting lines, and success metrics — and doubles as a guide for onboarding and performance evaluation. Clark emphasizes that when companies tie new roles to their long-term strategy, it becomes far easier to see how each hire fits into the bigger picture.

Some experts even suggest defining the qualities and skills needed before assigning a title. That way, the job evolves around the company’s goals rather than defaulting to an industry template.

Compete Beyond Salary

Compensation matters, but it’s not the only factor. HR consultant Roberta Matuson points out that benefits, flexibility, and workplace culture send powerful signals. A company that cannot match top-tier salaries can still attract strong candidates by highlighting unique advantages: remote-work options, professional growth opportunities, or a supportive culture. What matters is making those assets visible in job listings and interviews.

Interview for Fit — and Truth

The interview process is where many managers cut corners, eager to “just get it over with.” But slowing down pays dividends. Experts like Jamie Resker of Employee Performance Solutions recommend probing beyond skills to uncover behavioral traits and cultural alignment. Open-ended questions, practical scenarios, and even short technical tasks (for specialized roles) reveal far more than a standard Q&A.

Lucas Biewald, founder of CrowdFlower, advises simple hands-on tests for technical roles, noting that even experienced developers can stumble when asked to solve a real-world problem. Similarly, behavioral hypotheticals — “Which co-worker did you not get along with, and how did you handle it?” — surface honesty, adaptability, and emotional intelligence.

Onboarding and Retention

Hiring doesn’t end with an offer letter. “Onboarding” may be a buzzword, but its impact is real. A structured orientation, clear policies, and early check-ins (at 30, 60, and 90 days) help new hires settle in and signal that the company values their success. Neglecting this stage often leads to preventable turnover.

Checking references thoroughly — not just the names provided, but also trusted contacts at a candidate’s former workplace — adds another layer of confidence. Tone matters as much as content; lukewarm references often reveal more than carefully worded praise.

The Takeaway

Hiring is one of the most strategic acts a company performs. Done in haste, it produces mismatches, missed expectations, and high turnover. Done with patience and structure, it builds teams that endure and thrive.

The real question for managers is not, “How quickly can I fill this role?” but rather, “Is this the right person to help us grow — today and in the future?”

In business, speed can be an advantage. But when it comes to hiring, strategy beats speed every time.