Whatever the reason behind a hiring need, it is good news for the team. It is an opportunity to bring new energy, strengthen the group, and prepare for what comes next. But it is also a decision with significant consequences. And we must begin by accepting a simple truth:
one day, you will make the wrong choice.
You will have selected someone carefully, and yet they will fail to integrate.
First, what does “integrate” actually mean? Integration does not mean agreeing with everything. Good integration means understanding the team’s implicit rules, honoring commitments, and contributing to the collective, even in disagreement.
The real question is not:
“Do I enjoy working with this person?”
but rather:
“Does the team function better or worse with them?”
A failed integration can come from a cultural or values mismatch, an inability to keep up with the pace, a lack of interest in the role or environment… the reasons are many. What matters is acting. That is why probation periods exist. And if you end the employment, the person returns to their pre‑hire status with employment insurance.
Let’s be clear:
someone who does not integrate and creates internal tension must leave.
And deciding that a collaboration is not working is never comfortable. Doubt is part of the role. What matters is not staying alone with it. Before concluding that there is an integration issue, take a pause.
Ask yourself three simple questions:
- Did I clearly express my expectations from the start?
- Has this person received precise, actionable feedback?
- Are the difficulties coming solely from them, or also from the context I created?
If you can answer these questions honestly and discuss them with your HR partner, your decision, whatever it is, will be much more grounded.
And one last piece of advice: do not hide behind the excuse of needing more resources. Your team needs team players, not people who add unnecessary tension. This person will thrive elsewhere, in a company where they will be a better fit.
Since mistakes are inevitable, let’s remove the drama.
Recruiting is good news, and every recruitment is a learning opportunity.
Building the Recruitment with the Team
I have seen many methods, but the one I prefer is collective work.
Start by writing the job description as a team. From that description, identify the selection criteria, the real ones. The ones that will truly make a difference for the team. This shared work clarifies expectations and prevents surprises. Let the group know that you are looking for new talent.
Offer the role internally first.
Respond to all applications. If a team member applies, meet with them. And if you do not select them, explain why, what you are looking for, and what you expect from the external hire. This step is essential.
Let’s put ourselves in the employee’s shoes:
“You refuse me a promotion and give it to someone from outside who has contributed nothing yet. I’ve been giving for years, and now I’m not recognized.”
This can go wrong very quickly. You may end up with additional departures to manage.
This is the moment for an honest, open conversation. It should help the employee understand what they are missing and what they can work on. And if you believe they will never be able to take on the role, it is up to you to see how to help them progress and feel supported. We do not all have the same talents, capacities, or aspirations. Just as we will not all beat Usain Bolt or win the Stanley Cup, we will not all become presidents, directors, or experts. Some jobs will always be out of reach due to lack of dexterity, strength, understanding, or simply because they do not resonate with us.
Saying it is one thing. Realizing it for oneself is another. Helping someone else realize it is something else entirely. And this is exactly the kind of conversation I appreciate: the heart of management. Real support. Real listening. Helping our employees find their path, where they will thrive. Do not fear these conversations. I hope you have many of them; each one is a learning moment.
Post the job externally
Once the job is posted, read all applications, even 50. Yes, all of them. Read their cover letters, review their CVs. And do not look for the perfect candidate, they do not exist, or they are extremely rare.
The first call is made by HR. If the HR partner detects a red flag, follow their recommendation. Work as a team. You recruit far less often than your recruiter colleague, trust their intuition.
Your Interview
Then move to the interview. Be curious. Discover who the person is, what motivates them, what scares them, their aspirations, their experiences. Do not skim the surface: dive into one or two topics. Test the person. How do they respond? How do they articulate a complex message?
Are they stressed? If the person is extremely stressed, and the role will put them in front of your main client or the executive committee, what are your expectations on this topic?
Stress is part of the job. Managing it is a skill we all must develop. Not everyone is ready to speak in front of 100 people, and that is fine. We all have different triggers and amplifiers. Discovering what generates stress and how the person manages it will help you make an informed decision. It will also help you assign the right role and level of autonomy.
No one hires a surgeon who is afraid of blood or a salesperson who cannot talk to strangers. The chosen talent must meet the intellectual, physical, and emotional expectations of the role. This understanding will help you validate, or adapt, the conditions so the person can thrive.
Meeting Future Teammates
After the interview, organize a meeting with future teammates. Be clear about the intention. Too often, these meetings turn into another CV review. Ensure the exchange is balanced. You want to verify that your team and this person can become a team. Help them discover one another.
If you need technical validation, organize a dedicated meeting with a clear objective. Everyone must understand the expectations.
Choosing Together
Once all the interviews are completed, bring the selection team together. Debrief. Every voice counts equally. In the end, choose the person who makes the most sense for the group. The vote must be clear. If someone has a major objection, you need solid reasons to ignore it. And in my experience, such reasons almost never exist.
Two candidates are neck and neck. Go back to your list of criteria and select the one who best meets them.
For candidates not selected, provide an explanation. They invested time. This experience should help them understand their strengths and why they were not chosen.
Salary: An Act of Loyalty to Your Team
Salary must be balanced and aligned with the team. I have refused excellent candidates because their expectations would have created inequity. If someone tells you “that’s the market,” ask yourself why your team would not be at market level. Yes, it may extend the search. And it is the right decision.
Your team is your source of success. You must be the guardian of equity. If your group learns that you do not uphold this rule, you reduce their loyalty. You are telling them that to earn more, they must leave the company. Exactly the opposite of your goal: to grow the team, not encourage departures.
And remember, recruiting teams often have time‑based targets. You will face pressure. Keep your ground. Protect your team’s equity. Be clear and firm. And with your recruiter’s expertise, be realistic about how long the search will take.
Your first recruitment will probably not be perfect. And that is fine.
What matters is not avoiding every mistake, but observing them, understanding them, and turning them into clearer rules for the future.
Every recruitment teaches you something about others… and about your own way of managing.
🛠️ Three simple actions to put in place
Draft the job description as a team
Clarifies expectations, prevents surprises down the road, and builds collective buy-in.
Review every application and trust the HR team’s judgment
You recruit less often than HR does—their intuition and expertise are major assets.
Set up a candidate meeting with the team, keeping a clear objective in mind
This isn’t about re-reading a résumé; it’s a genuine exploration of team fit and interpersonal compatibility.
👉 These three simple actions strengthen your leadership posture and unlock your potential.
Coaching or Mentoring: Your Choice, Your Growth
I’m Franck Dervault, drawing on years of professional experience and now advancing toward certification as a coach. I offer two distinct paths:
- Coaching to help you unlock your own potential through reflection, presence, and guided discovery.
- Mentoring to share lessons, strategies, and insights from my career so you can navigate challenges with confidence.
Whichever path you choose, my goal is the same: to help you realize that you are wiser than you think, with immense potential waiting to be unlocked.
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