As a recruiter, why do you think is it advisable to hire people smarter than you? Don't you think it puts in a risk?

Pamela puno has described it in detail. Will go with her answer.

I think the health of a business  depends upon the productivity of an organisation, organisation is made of human resouse. One person cannot run an organisation,therefore it requires collective efforts of a team.

And in my opinion, real leaders never mind about such things, they believe their strenght lies in people.

 

Because i have to find employees who can achieve the company objectives so, having then smart will add value to me and the team as well, not risky at all as the smart employee always find smarter workers to do the job.

I put here a translation of one of Steve Jobs's famous sayings in which he says: "It makes no sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.

thank you

Thank you for the invitation. For example, if I am recruiting a candidate for an IT job role, technically one of the requirements would be the individual has to be a subject matter expert on this area/field, which I would not be, as my specialization is Recruitment/HR. My knowledge and skills in IT would not be that in-depth; depending on how much I utilize it on my daily work activities. However, in this current period, HR/Recruitment strategy focuses on behavioral type of interviewing or questioning because the candidates tend to open up more of their real selves and the true character is revealed. Also, the selection process relies more on this, despite the candidate's technical expertise and work experience as well. As we always say in training, knowledge and skills can be trained but behaviour/attitude can only be influenced and would take a lot of work from their Trainers or whoever is influential over them. Now, having said all these, it still depends on the company's urgent need to fill in their job vacancies. All of the above can be overriden.

There are advantages actually when we hire people who are highly competent and highly committed - the leader doesn't need to provide much direction or support. They can turn over decisions and responsibility for implementation to the individuals/group. Again, depending on the mentality of the department head or the colleagues in general or the culture established in that department, if having someone in the team who acts and behaves differently or smarter than them, the feeling of intimidation, envy, and indifference will emerge. On the other hand, for these highly competent individuals, they need to be consistently valued, to be fed with purpose/objectives, they have to be involved in new projects/decision-makings and other major deals that would perk them up. Otherwise, their level of commitment will be variable. If at the end they feel that they are no longer welcomed or significant, they might quit or become withdrawn. Then the Leader would have to adjust and change their leadership style which would require more of their time, guidance, support, coaching and to boost motivation as well.