After I was on board, I found that our hiring and recruiting proclivities diverged wildly. Whenever we had a senior-level vacancy, he looked for someone who had the best resume, worked at the most prestigious organizations, etc. My sense of it was that he was using the credentials as proxies:
- The credentials were a mark of competence - after all, if the candidate worked for Company X, he/she must be very good at what he/she does.
- The candidate's stellar credentials would bring luster to our organization.
As usual, I concluded that I had come to this brilliant conclusion entirely on my own. And, as usual, it turns out that someone smarter than I had thought this through and taken my meager intellectual efforts to an entirely greater level. If nothing else, however, I might as learn from each such experience and benefit from someone else's feverish mind contemplating the same issue.
This article from Business Insider, citing the book Presence by Harvard professor Amy Cuddy, encapsulates the question with which I had been wrestling and shines a light on the question: