William, thank you for the contribution. Your mis-hires note also helps to add one more specific question to our historic examples quest: how do other high-stakes industries define and mitigate harm from mis-hires? It’s another open question to the list, but I’d welcome any input.
Proactively by ensuring a consistent, transparent and auditable hiring process, and retroactively by effective talent / performance management. I’ve worked in highly regulated financial and professional services, and it’s largely seen as a cost of doing business. The bigger risk is not making a timely hire /leaving open positions unfilled. Which doesn’t seem to be the case from my AIS experience. Corporate values definition and embedding is also hugely helpful to enable others to call-out / evidence non-compliant and risky behaviour before issues are created. Most happy to discuss—these are pretty easy changes to make to drive up efficiency and impact across the movement.
William, thank you for the contribution. Your mis-hires note also helps to add one more specific question to our historic examples quest: how do other high-stakes industries define and mitigate harm from mis-hires? It’s another open question to the list, but I’d welcome any input.
Proactively by ensuring a consistent, transparent and auditable hiring process, and retroactively by effective talent / performance management. I’ve worked in highly regulated financial and professional services, and it’s largely seen as a cost of doing business. The bigger risk is not making a timely hire /leaving open positions unfilled. Which doesn’t seem to be the case from my AIS experience. Corporate values definition and embedding is also hugely helpful to enable others to call-out / evidence non-compliant and risky behaviour before issues are created. Most happy to discuss—these are pretty easy changes to make to drive up efficiency and impact across the movement.
Thank you! Reached out to learn more.