A Real-World Example

A client once told us about a mid-level operations hire who looked fine on paper — solid résumé, decent interview, no major red flags. Within six months, turnover doubled in their department. Why? Because “fine” wasn’t enough for a fast-paced environment that needed a collaborator and problem-solver, not just a checkbox skillset.

By the time the company replaced that hire, the team had lost months of productivity and trust.

This story plays out everywhere — across industries, functions, and company sizes. “Good enough” feels safe in the moment. But it’s rarely safe in the long run.

Breaking the Pattern

Hiring right doesn’t have to mean hiring slow — it means hiring smart. The difference is in the systems behind the decision.

1. Define success, not just skills.

Ask what success looks like six months in, and reverse-engineer the attributes that make it possible.

2. Protect the process.

Give your TA team the authority to pause, challenge assumptions, and push back when the pipeline isn’t ready.

3. Build pipelines before you need them.

Engage passive talent through consistent, authentic communication — not just when the seat opens.

As Harvard Business Review notes, companies that treat hiring as a strategic partnership outperform those that treat it as a transaction.

The Real Cost: Credibility

Every rushed hire chips away at TA’s influence.

When hiring becomes a series of compromises, business leaders start questioning TA’s ability to deliver real value — and recruiters lose the space to do strategic work.

Credibility is currency. It’s earned by hiring teams who know when to push back and when to wait for the right fit.

Final Thought

“Good enough” is the comfort zone of hiring — and comfort zones are where teams stagnate. The leaders who will thrive in 2025 are the ones who protect hiring quality like any other business-critical metric.

Because in talent, “good enough” is never good enough.

October 2025

November 2025