Hiring the Right Person: The Foundation of Organizational Success

Hiring the right person for the job is more than checking boxes on a résumé—it’s about finding someone who will elevate the team, align with the mission, and grow with the organization. I’ve seen firsthand how the right hire can transform a department, and how the wrong one can quietly unravel progress.

Years ago, I was interviewing for a highly desirable position in a busy, fast-paced operating room—one that required nurses to work independently and think on their feet. My usual approach was to look for candidates with at least five years of OR experience, given the complexity and intensity of the environment. But during one round of resume reviews, I came across a candidate with just about one year of experience at a large tertiary teaching hospital. Something about her background and the way she presented herself on paper made me curious, so I invited her in for an interview. That decision turned out to be one of the best hiring choices I’ve made. She was not only clinically skilled, but she brought energy, empathy for patients, and a natural ability to connect with others. Within months, she had earned the respect of her peers and became one of the most outstanding OR nurses I’ve worked with. Her success reminded me that sometimes, potential and character outweigh years on a résumé.

On the flip side, I had a team member that was a very skilled surgical technician. Despite being technically skilled they struggled with collaboration, communication and meshing with the team culture. Tension grew amongst the staff as this person became more disruptive.  Eventually, this person had to move on. It was a tough lesson in the cost of overlooking soft skills and cultural alignment.

In healthcare, the stakes are even higher, especially when it comes to leadership. Hiring the right leader can set the tone for an entire organization. I worked with a hospital that brought in a new department head during a time of low morale and high turnover. Within weeks, their presence was felt. They listened, empowered their team, and made decisions with both strategy and empathy. Staff began to re-engage, communication improved, and patient care metrics started trending upward. It was a powerful reminder that the right leader doesn’t just manage, they inspire, stabilize, and drive meaningful change. On the other hand, a misaligned leader can create confusion, erode trust, and stall progress, even with the best intentions.

Hiring well requires clarity, patience, and a willingness to look beyond the obvious. It means asking deeper questions: What motivates this person? How do they handle adversity? Will they contribute to the culture we’re building? When we take the time to answer these questions, we don’t just fill a position—we strengthen the foundation of our organization.

Ultimately, hiring the right person is an investment in trust, growth, and long-term success. It’s one of the most important decisions leaders make, and when done with intention, it can shape the future in powerful ways.

By Lori Griffith