In the highly competitive and financially challenging climate where smart hires is extremely important, this list has some good points. I rearranged them by what I think is most important.

… each new hire had a skill set that was missing from our existing team.

Better yet to anticipate what’s missing 6-12 months down the line. We moved from a Flash-based development environment to a javascript/CSS one within a year.

… no matter how talented an engineer might be, if I know in my gut that our team would be less happy with this person on board, then it’s not worth it. Bringing someone on board who isn’t a good fit will only make it harder to hire other talented engineers in the future.

The “Sunday test” is a bit to extreme but I understand the general idea.

… new hires were spending an increasing amount of time trying to figure out how our internal processes and structures worked.

We’ve found it beneficial to have new employees embed in a different department for a couple of weeks to understand these internal processes.

… making short-term optimizations at the expense of long-term goals does more harm than good.

Patience is a virtue.

… the issue isn’t with the hire directly — it’s just a problem of fit with the rest of the company… whenever you let someone go, you should go back and determine how you could have avoided the situation in the first place.

Not so easy in our world.

… If you love working with the team you’ve built, then chances are other people will feel the same way.

Let’s just say that I’m proud of the folks I work with.