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Ask HN: Would you hire someone whose very smart but annoying?

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Re: Ask HN: Would you hire someone whose very smart but annoying?

#21
Quirky vs. a-holish are two things. If your team cannot get over minor quirks, they are the ones with something stuck up them. If the guy is an a-hole, show him the door. If he is just loud and talks too much and it becomes a problem: make quiet zones and hours in the office.

Also, I am getting that you are judging based on an interview, so you pretty much know that you have no idea what kind of an employee he will be yet.

Re: Ask HN: Would you hire someone whose very smart but annoying?

#22
post #14

Being consistently loud and annoying are indications that this person doesn't adapt well to his surroundings, especially if everyone around him seems displeased. It may be a sign of poor overall judgement. It may also be that this person was nervous when you interviewed him, and didn't have the forethought to say "I get loud and annoying when I'm really nervous, it will pass." My advice: test him out. If he is truly…

"this person doesn't adapt well to his surroundings"

Just so you know,some people consider that a sign of true genius!

Re: Ask HN: Would you hire someone whose very smart but annoying?

#23
Sounds like your candidate is not the quiet little bitch that loves writing code exactly according to orders (and people complain why programmers dont get any respect!) and he actually has some creativity and respect for himself...Pass on his contact info to me and I will probably hire him!

Re: Ask HN: Would you hire someone whose very smart but annoying?

#24
Often managers are not brave enough to cope with a person with significant differences with respect to the team's culture.

If you hire this person, you must be ready to deal with other managers and other team member's reaction. If they trust you and you trust your ability to work with the person, then it can be an enriching experience (for instance, an outspoken person will make manifest a lot of the problems your team may have, and that others would ignore)

In the end, it's not just about that particular person, and rather about the whole group dynamics. A particular person's qualities & defects may well be mitigated by other persons's qualities & defects.

(In particular I dislike the default behaviour that team have which is not to deal with cultural or behaviourable differences at all, and only look for homogeneity. It's pure lazyness)

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