I have spent the last 19 years as a CLIA Lab, Life Science, and Molecular Diagnostics recruiter. I have observed the following devastating mistakes made by numerous hiring managers.
Hiring below-average candidates because the candidate has the appropriate industry background
Recently I observed a small, early-stage life sciences company hire several sales reps that had the appropriate experience (they sold a similar product to the same customers), but these reps were not top performers. To make matters worse, not only were these reps not top performers, but many of them had personality flaws and had become HR nightmares.
I understand why a hiring manager would want to hire a candidate familiar with their products and customers. They need little or no training and can have an immediate impact. If you can find candidates with the appropriate experience and top performers, hire them! The problem is that many below-average candidates get hired because they have the right experience but are not top performers.
How do you resolve it? Suppose you can’t attract top performers with the exact experience. In that case, it is best to open the criteria and hire a rep with the intangible attributes necessary to perform at high levels.
Many hiring managers ignore that a smart, likable, driven sales rep can learn a new product quickly. It is better to hire someone with potential than to hire a middle to bottom-third performer with the right experience.