Introduction

Hiring top performers has long been a primary goal in staffing strategies. The idea is simple: the best talent will bring the highest impact. But is this approach truly sustainable, and is it the only way to build a successful team? In this article, we’ll explore why, in many cases, hiring top performers exclusively might miss the mark and how nurturing “good” performers can actually yield superior, long-term results.

The Appeal and Challenge of Hiring Top Performers

It’s no secret why companies covet top performers. They bring innovation, drive for results, and often hit the ground running. But targeting only the best comes with a few challenges:

• High Competition: Everyone wants top talent, which means companies end up in costly bidding wars for a small pool of elite candidates.

• Retention Issues: Top performers are frequently approached by other companies and may move on quickly if the work isn’t challenging.

• Misalignment Risks: Sometimes, top performers’ goals or work styles don’t align with a company’s needs. They might over-engineer solutions or get frustrated with processes.

Picture a tech company hiring four coding “ninjas” to develop a microservice used by only a handful of daily users. Overkill? Absolutely. Within months, most of these stars would leave because the work felt mundane, leaving a costly gap and a disgruntled team. This isn’t uncommon: hire too many top-tier specialists for routine roles, and turnover becomes a high-cost, high-frequency event.

The Case for Hiring Mid-Level Performers with Potential

Often, the talent pool includes individuals who might not stand out as superstars on paper but possess a wealth of potential. They may be classified as mid-level now, but with the right environment and support, they can become high performers. Why should you invest in them?

• Higher Retention: Mid-level performers often bring steadiness and loyalty. With fewer competing offers, they’re less likely to be poached and more likely to grow with the company.

• Adaptability and Growth: These individuals are often open to learning and can adapt to the company’s needs. Nurturing them may turn them into future stars who know the company inside and out.

• Team Dynamics: Mid-level performers can help balance team composition, allowing top performers to focus on high-impact tasks without the strain of every minor issue.

Spotting the “Top Performer Later” Candidates

Creating a staffing strategy that includes potential future stars is not about lowering hiring standards; it’s about using a keen eye and a targeted interview process to spot potential. Key qualities to look for in candidates who may not yet be top performers but have high growth potential include:

• Curiosity and Initiative: Look for candidates who show an interest in learning beyond their immediate responsibilities. “When was the last time you had to proactively ask for work or assistance? What happened?” I use this question to gauge candidates’ initiative.

• Resilience: How do they respond to setbacks? Candidates who show perseverance in the face of challenges often rise quickly when given the right tools.

• Team Compatibility: Candidates who complement top performers can help stabilize the team. These are people who, while not necessarily the stars themselves, provide crucial support and cohesion.

Creating an Environment Where Good Performers Can Thrive

Once you’ve identified promising mid-level performers, setting them up for success is essential. This includes:

• Structured Development Plans: Providing mentorship and ongoing learning opportunities, like regular check-ins, feedback loops, and skill workshops, helps mid-level talent climb the ladder toward excellence.

• Clear Growth Paths: Employees are more engaged when they know where they’re headed. Create visible career paths to give mid-level performers goals that push them beyond being “just ok.”

• Balanced Teams: Combining top performers with capable mid-level performers creates a dynamic team where everyone has room to grow, and the workload is balanced.

Conclusion & Call to Action

Hiring only top performers may seem like the fastest path to success, but it’s rarely sustainable. By integrating both top talent and high-potential mid-level performers, companies can create a team that’s not only effective today but adaptable for tomorrow. However, here’s the challenge: spotting those hidden gems (the mid-level candidates who could soon become top performers) is no easy feat.

So, how confident are you in your recruiting team’s ability to find them? Identifying and attracting those future stars requires more than a standard hiring process; it demands recruiters with the insight, experience, and intuition to spot potential before it’s fully realized.

Ask yourself: Is your hiring team equipped to uncover this talent? If not, it may be time to invest in top recruiters who can fill your team with top talent and future top talent alike. After all, a team’s strength begins with the right people—and that includes the people doing the hiring.