When a Great Hire Isn’t So Great: Lessons from Frank Slootman on Fixing Hiring Mistakes

“It’s forgivable to make hiring mistakes; what’s not forgivable is refusing to recognize and act on them.” — Frank Slootman

We’ve all been there. You hire someone with a glowing resume, stellar references, and a track record of success. You’re convinced they’re the perfect fit, but a few months later, something’s just not clicking. They’re not delivering as expected, and you’re left scratching your head, wondering how things went sideways.

Even Frank Slootman, the legendary CEO who took ServiceNow and Snowflake to IPO, has been in this situation. In his book Amp It Up, he reflects on how even top executives, well-liked and respected in their previous roles, turned out to be terrible hires. The truth? Hiring is tough, and mistakes happen more often than we’d like to admit.

But here’s the real kicker: Slootman argues that the biggest mistake isn’t making the wrong hire, but it’s failing to address it quickly.

Hiring Bias: The Invisible Force

No matter how thorough the interview process is, hiring decisions are inherently biased. Human qualities like adaptability, resilience, and cultural fit are hard to measure objectively. We often rely on gut feelings, past success, and likability - factors that don’t always translate into high performance.

Slootman admits that even with the best intentions, we sometimes make the wrong call. And we’re not alone:

• Harvard Business Review reports that 80% of employee turnover is due to poor hiring decisions.

• Leadership IQ found that 46% of new hires fail within 18 months, and it’s usually due to attitude or cultural misalignment, not a lack of skills.

What’s Unforgivable: Ignoring the Red Flags

Everyone makes hiring mistakes. It’s part of the game. But according to Slootman, what’s truly unforgivable is ignoring the signs and hoping things will get better on their own. Delaying action on a bad hire doesn’t just affect performance. It drags down the morale of the entire team.

The longer you wait, the more costly it becomes, both in terms of team dynamics and business impact. Slootman’s advice? Cut your losses early, even when it feels uncomfortable.

How to Avoid the Trap

Slootman’s insights remind all hiring managers that past success and likability don’t guarantee future performance. So, how can you avoid these hiring pitfalls?

1. Look Beyond the Resume: A great track record doesn’t always mean a great fit for your company. Dive deeper into how candidates align with your company’s culture, values, and current challenges.

2. Act Fast on Mistakes: If things aren’t working out, address it early. Don’t wait for months hoping the situation will improve. Taking action quickly shows leadership and protects the team from ongoing disruption.

3. Use Structured Interviews: Lean on data and structured interviews to minimize bias. Objective assessments, practical tasks, and peer feedback can help balance out gut feelings and provide a clearer picture of how the candidate will perform.

Hiring: Art or Science?

The truth is, hiring is never an exact science. It’s a mix of intuition, experience, and analysis. But the lesson here is clear: it’s not just about making the right hire, it’s about knowing when to act when you’ve made the wrong one.

Has hiring ever left you second-guessing? Don’t worry, you’re in good company.