Q: I am tasked with leading a project aimed at digitizing several business systems. I know just the person for the role—I’ve collaborated with her before, and her skills are exceptional. However, HR is insisting on a lengthy recruitment protocol. Should I advocate for my preferred candidate?

A: The perception of cronyism is widespread in organizations. Research indicates that nearly 50% of managers believe promotions often hinge on internal relationships rather than individual merit and performance.

That being said, relationships are crucial in business. When dealing with complex issues and constraints, relying on someone who shares your values and trust can facilitate quicker and more effective results. Appointing an individual you are already familiar with can often lead to better outcomes, especially under pressure.

Balancing Urgency and Proper Procedures

Competence remains paramount. Choosing someone lacking the necessary skills could negatively impact their performance and raise concerns about favoritism.

Recruiting a new team member is often a time-consuming process, not only in terms of selecting the right candidate but also in terms of onboarding. Building a new working relationship involves significant time and effort, as you will need to establish communication styles, feedback mechanisms, and integrate them into the team.

Selecting someone you have previously worked with, who also possesses the right expertise, can effectively meld capability with relationship-building, facilitating a smoother transition.

Addressing Recruitment Challenges

Many hiring processes can be excessively prolonged, causing top candidates to lose interest or question the company’s efficiency.

It’s essential to ensure that candidates undergo a proper and transparent selection process, aiming for alignment with others who will support your judgment. From my experiences, a streamlined yet fair recruitment process, with prompt decision-making, is advisable.

At my previous organization, we would convene all relevant decision-makers to assess candidates immediately after the final interview, given they had successfully passed preliminary assessments and reference checks. If you have confidence in a candidate, communicate your decision promptly; this approach increases the likelihood of acceptance. Delaying feedback could result in candidate attrition.

The Risk of Groupthink

However, a word of caution: relying solely on familiar faces may lead to groupthink—a primary contributor to organizational failures. It’s vital not to base hiring decisions on familiarity alone. Effective leaders gather diverse individuals—those who present different skills and perspectives capable of constructively challenging their views.

Ann Francke is the CEO of the Chartered Management Institute.