Just like other decision making processes, hiring is a process that should and must be carefully and professionally under taken lest there be a loss in the hiring process for getting the wrong people at the right time, the right people at the wrong time, or hiring the wrong people at the wrong time too. The Chief Executive Officers should not only prioritize diagnosing and correction of issues that arise getting the wrong person for a certain job, but should also be right and high in anticipating the timing of hiring decisions. The trends of the current hiring are changing in relation to the market needs and required expertise. This calls for a constant update on the hiring processes for a hiring process that was once considered efficient and effective may run obsolete in a very short span of time (Wasserman, 2012).
The current fast-paced world is characterized by fast changing start-ups. To catch up and adjust according with such fast changes, founders and CEOs must be proactive in the hiring processes. They should be able to see, prepare, and adopt to such changes before they happen in order to stay consistently competitive and productive. The different stages of start-ups evolution camouflage to different hiring needs and is identified by different changes which are vital. This means that the founders must not dwell on generalization but must be diverse and easy to flex/adjust their hiring processes in order to service the start=up evolution stages well with competitive labor and skill (Wasserman, 2012).
However the CEOs must also be able to achieve a balance between the hires and the continuity and profitability lest they run at a loss in the name of hiring the right people. There should be no creation of new roles unnecessarily when the already hired labor is not exhausted and maximized. Again, founders should discourage from their hiring processes, hiring friends and family members. This is because in most cases they hardly perform maximum and end up
being a disadvantage to the company, as they proclaim themselves “self-made-co-founders” owing to the family or friendship ties that they have (Wasserman, 2012).
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