أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
You can hire the both, but make sure that the knowledge and experience of the you hire can be increased
There are several factors :
a) Position
b) Salary Range
c) The work
d) The backup .....
A leader is not someone who is always work with the best, rather he/she will bring out the best from his/her subbordinates. In that case I think, selecting the unqualified person is preferable if he/she wiling to learn, work hard and has an ambition to success in life. So that the leader can sharpen his/her way to come out with a satisfactory result.
Ideally I would like to hire a person who is competent. Meaning has the right mix of knowledge coming from education & training; and skills coming from experience and learning. In addition to this i also try to see if he is someone who is adaptable, has the attitude and aptitude for the job and learns quick and can be trained in the long term to take on more work and produce more, but being competent is of paramount importance so he can start the work immediately.
Now stepping out of the dream world, sometimes, it is not possible to get the person with the right mix of knowledge and skills and I might be in a hurry. So I have in the past hired people with the right knowledge, right attitude and aptitude for the job and maybe a little experience which means not enough skills. I then throw him out on the floor under some supervision and let him learn the skills keeping a close eye so as not to suffer due to his mistakes. In my experience, I have always had extremely good results in the second approach. The simple reason being, the person is more grateful and loyal due to be being hired given his shortcomings in experience and skills. This gives me a more engaged and hardworking person who wants to learn and get confirmed after his probation.
But the second approach needs a lot of experience on part of the leader who should be able to take the risk of hiring a person with such shortcomings. but it does always feel good to see someone grow and mature professionally in front of you.
Some of the IIM, IIT, MIT and HBS qualified are still on the streets purely due to the lack of ADAPTABILITY qualification. Should we go to them to learn how not to be adaptable. Adaptable gain qualifications and unable to adaptable loses the gained qualification.
It depends on the level of work. Some works will need you to have the basic knowledge about the work since teaching someone about it will consume time and therefore qualified people are the perfect ones for that. But in other cases where the work which does need any deep knowledge to perform it, then unqualified people is great pick unless they have lack skills too.
I'll hire the most passionate.
The learned skills that an employee honed, such as haggling over claims at one insurance company, hindered that employee’s development at another organization that charged high premiums but provided excellent customer service, Rothbard says.
I prefer to hire both of unqualified (by making his skills) and qualified one. This gives many benefits to our company like:
1- Decreasing salaries.
2- It gives loyalty to the company.
3- Making skills gives us what we want to do in the company.
4- In parallel, the existing of the qualified one who have the experience gives the company more power and he can monitor and correct the others.
5- All of the previous points depend on the financial position of the company, and the quality of employment available in the labor market.
The question is not about the qualified or unqualified person, instead the candidate's ability to learn and befitting in the organization is of utmost importance. The initial screening of the candidate is done majorly for the same reason.
As a leader of course it will be my duty and responsibility to bring out the best in the employee, but that will depend on his/her existing knowledge, skill sets and adaptability. If he/she deems fit for the organization, then would go with the same person irrespective on the weightage of his/her academics or experience at the same time, not neglecting the fact the attributes the role in question demands.
