Hiring: If It’s Not a “Heck, Yes,” It’s a No

Why "Good Enough" Hiring Costs More Than You Think

Hiring can feel like triage. The team is stretched thin, the role is critical, and you need someone fast. But rushing rarely saves time. According to SHRM (2022), the cost of a bad hire can equal 30–50% of that person’s annual salary, not counting the ripple effects on morale and trust. McKinsey (2024) found that high-trust, high-performing teams are over three times more efficient and more than five times as likely to deliver strong results.

A thoughtful, structured hiring process doesn’t just fill a vacancy, it shapes your culture. Every hire is a statement about your values, standards, and how you lead.

The “Heck, Yes” Hiring Principles
At Neptune Coaching, we use one simple rule: If we’re not saying “heck, yes,” we keep looking.
Here’s what that looks like in practice:

1. Treat hiring as an investment.
   Every stage, from job description to onboarding, is an opportunity to strengthen the team, not just fill a seat.

2. Define non-negotiables before you interview.
   Clarity protects against bias and decision fatigue. Know what truly matters for success, and say no quickly when it’s not there.

3. Hire for behaviors and skills, not personality.
   Great teams thrive on diversity of style, not sameness of temperament. Look for how people communicate, decide, and learn.

4. Only advance candidates who are “heck yes.”
   Advance candidates because they match what you’re looking for, not because they’re stronger than the rest of the pool.
   You might not advance anyone, and that’s okay. Compare each candidate to the role’s requirements, not to one another.

5. Structure your process.
   Consistent interview questions, behavioral scenarios, and a scoring rubric lead to better decisions and more equity.

6. Steward candidates well.
   The hiring process should reflect your culture. Transparency and respect turn even declined candidates into advocates.

Quick Quiz: Is Your Hiring Process Working for You? 

Take a moment to reflect:

1. Do you ever feel like you have to convince yourself that the final candidate will work out?
   

2. Do your conversations with your team during the hiring process center around the candidates' personalities rather than a clear understanding of their behavioral patterns and how their values align with your organization's values?
   

3. Do you advance candidates you know you probably won’t hire just to have a comparison?
   

4. Was your hiring process last reviewed more than 6 months ago?

If you said “yes” to more than one, it may be time to revisit your process. A few small changes can save months of frustration down the line.

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