Earlier quoted context omitted.
But 1 bad hire is easily correctable - you fire the person. You won't know that you missed on the good hires. I personally have worked with several awesome people that have interviewed with Google, and none of them got hired. They all said the interview process was flat out insulting. Interestingly enough, most of them ended up at Facebook.
>>But 1 bad hire is easily correctable - you fire the person. Not sure if you have ever been a manager, because firing someone is NEVER easy. It hurts everyone emotionally. The person getting fired feels awful. The person doing the firing feels awful (unless they are a real sociopath). And team morale tends to take a big hit. Here is my stance: if you hire someone who isn't a good fit, unless they actively deceived y…
That attitude is how bloat happens. There is a middle ground here. Not firing bad employees also hurts many people emotionally as does an underperforming, overbloated company. Employees are as replaceable as employers. To use a sports analogy, it's the big leagues and you may not make the team and often times it is hard to know whether someone can make the team without a trial. I believe these draconian interview practices and contract-to-hire approaches are a direct result of the never-fire-bad-employees attitude.