You can’t just look for someone to do the boring tasks you don’t want to do.
If you’re making this assumption, it’s highly suggestive that you’re not thinking about the employee’s learning curve. You’re thinking of onboarding someone to share your learning curve. Instead, the new employee needs a discrete role — and path for development — of their own. Hiring a new person is an opportunity to do something differently than before — to innovate.
In my experience, managers like this aren’t usually conscious of wanting to hire a scapegoat. They just really want to be liked — but that means they have to hire someone else to do the unpopular tasks of cutting costs, firing employees, or enforcing policies. It’s a waste of talent and experience.
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