There was a young company that had been doing quite well within its division of the world market. It had had been expanding its employee base for the past 30 years. Yet the interesting thing about this company was that its employee base was all relatives and lifetime friends of the CEO. Each employee had been grandfathered in and trained by someone in the family. Now this was actually a very good thing for the company. It had contributed to its rapid rise to success in the past 29 years. However, the company was becoming quite large and the complications of internal affairs were of a very ingrown nature. It was becoming more and more obvious to everyone in the company that the health of the company rested upon new hires from the outside.
Now, throughout the years, the company had made available new hire applications to the public, in case it wanted to hire on a dime. However, these applications were distributed in a pick-up box near the front door of the company. Needless to say the box was quite neglected and there was a deposit box beside it for the return of the completed applications. Yet, the dark secret was that the CEO himself took care of the deposit box. When nobody was watching, he took all the carefully prepared applications, tore them up for good measure and threw them in a bin in the dank basement of the company’s headquarters.
So, there was an internal meeting and the very next day the company opened an H. R. office for the first time. Then they proceeded to hire the first person that walked into the waiting room with a completed application. To make a long story short, the new hire added to the distress of the internal family affairs and worse robbed the company until she was caught and fired. To hire so quickly was a stupid move and the company realized it. It also realized it was yet incapable of processing potential new hires and following through to the successful integration of a good candidate.
Meanwhile, the waiting room of the H.R. office filled slowly with new potential employees. They left their applications and rang back for follow-up interviews. The H.R. office politely took their applications and filed them in a filing cabinet. They took the calls and politely gave as much information as was appropriate and accurate. Some of the applicants were persistent. Others just left their paperwork. Yet the CEO worked night and day studying employee hiring processes. He even organized a task force to help his employees participate in the process with consultants in the business. He knew that a new hire from the outside was vital to the health of his company. He regretted the torn-up dank applications in the basement. But he could do nothing to salvage them now. Yet he had faith in the future of his company, in the policy changes he had proposed and the efforts of his taskforce, H.R. office and ultimately in the employees he had not hired or identified yet.
If anyone can discern the particular meaning this parable has for me—you deserve a prize. But if the general message is potent enough for you—that is more than great.