I’ve worked on many different brands in the United States and overseas.
When it comes to strategies for hiring in the creative department, there are basically two distinct approaches:
- The confident leader attempts to hire people who are as good as, or even better than, he or she is. Or, people who have the potential to be as good or better with the proper mentorship and creative opportunities.
- The nervous, egotistical or selfishly motivated leader doesn’t want anyone beneath them to be a threat to his or her position, future, power, or perceived creativity. This kind of leader wants to hire people who are just good enough to keep everyone afloat.
It should be no surprise that the first approach works better for every stakeholder, not the least of which is the firm itself. Why? The simplest answer is better people create better work. No one can argue that. Better people also get to better solutions faster, saving the firm money. Better people can generally juggle more assignments effectively than lesser talents. Better people are more persuasive with clients because they are presenting better work. And all of these factors can mean greater productivity, so you need fewer people than you would with a department stocked with average talent. Even if you pay good people more, you still come out way ahead in the end.
A creative department stocked with good people attracts other good people who want to work on that team. That makes hiring so much easier. In the design community, word gets around quickly, so make sure it’s a positive word.
Lastly, hiring good people who do outstanding work doesn’t threaten the leader. It makes the leader look good. Assembling a rock star crew, or developing one, almost a certain key to success. As a result, you should be handsomely rewarded by your grateful employer. If not, you should be in great demand by other organizations who are hopeful you can perform your magic for them.
These POVs brought to you by an experienced member of Boom Ideanet where crowdsourcing is civilized.