When it comes to hiring, there are two main approaches we often see:
- Hiring like an assembly line
- Hiring like a jigsaw puzzle
Now, hiring like an assembly line is probably the most common method. Think about an actual assembly line — your job might be to put a bolt into a hole and tighten it. The hole is a standard size, the bolt is a standard size, and your task is simple: put the right bolt in the right hole, tighten it, and move on to the next one.
In hiring, this means you have a standard job description, and your task is to find someone who fits that description perfectly, bring them into the company, and make sure they stick around for a few years. It’s straightforward, efficient, and easy to manage. But here’s the catch: just like an assembly line product is designed for efficiency, the hiring process is designed to fill roles quickly and with minimal variation.
But here’s what we often forget — assembly lines are meticulously planned. Engineers spend countless hours optimizing every step, balancing the workload, and fine-tuning each task. In contrast, many companies don’t invest the same level of effort into defining job roles. Often, they just borrow from what other companies are doing, and this can lead to some issues down the line.
Once you’ve slotted people into these well-defined roles, you start to notice that not all bolts are created equal. People in the same position might have strengths and weaknesses that don’t complement each other as well as you’d hope. You might end up with gaps in your organization where weaknesses overlap and excess where strengths do.
Hiring like a Jigsaw Puzzle
Now, let’s talk about the other approach — hiring like a jigsaw puzzle. Imagine you’re solving a puzzle. You usually start with a distinctive piece, maybe a bright color or a unique shape, and build out from there. You might also assemble the edges first, creating a framework to guide you as you fill in the rest.
Building an organization this way means you start with a core team. Maybe these are the founders, or just really solid people you know can drive the company forward. You might also consider the “edges” — people in roles that interact closely with your team, like key customers or support departments.
From there, you figure out what piece of the puzzle you need next. You’re not just looking for someone who fits a generic job description. You’re looking for someone who complements the strengths and compensates for the weaknesses of the team you already have. This approach lets you build in multiple directions, expanding the team with people who bring specific skills or experiences that are missing from your core group.
For example, if you need a project leader, you might find someone with amazing leadership skills but limited industry experience. That’s fine! Now, when you hire the next project leader, you can focus on someone who knows the industry inside and out but might not have the same leadership depth.
Conclusion
The assembly line approach to hiring gives you consistency, but it often weeds out extraordinary candidates — those who don’t check every box on the job description. These are people who might excel in one area but fall short in another, and the assembly line method doesn’t allow for that kind of variance.
On the other hand, the jigsaw puzzle approach is all about creating a team of extraordinary individuals who, together, exceed your organization’s goals. By focusing on the unique needs of your team and understanding how each new hire will fit into the bigger picture, you’re more likely to build a truly exceptional organization.