I recently read an article by Simon Thorpe that got me thinking.
Simon discussed an old saying many of us have heard over the years:
“Buy cheap, buy twice.”
His article focused on leadership development and the importance of investing in people rather than looking for the quickest or least expensive solution.
After 44 years in recruiting, I couldn’t agree more.
And I think the same philosophy applies to hiring.
The Cost of Getting It Wrong
Throughout my career, I’ve watched companies make hiring decisions for all kinds of reasons.
Sometimes it’s salary. Sometimes it’s how quickly they can fill a position. Sometimes it’s simply choosing the candidate who looks good enough on paper.
I understand the pressures. Budgets matter. Deadlines matter. Nobody wants to spend more than necessary.
But I’ve also seen what happens when companies focus too heavily on the immediate cost rather than the long-term value.
A bad hire doesn’t just cost money. It costs time, impacts morale, and sometimes causes good employees to leave.
And then the company gets to start the hiring process all over again.
That’s when “buy cheap, buy twice” becomes very real.
Hiring Is Only the Beginning
Something else Simon discussed really resonated with me.
Companies often promote excellent employees into management because they’ve been successful in their current roles.
But being a great programmer, engineer, accountant, or salesperson doesn’t automatically make someone a great manager.
Those are different skills.
Without the proper training, coaching, and support, even talented employees can struggle. And when they struggle, the impact extends well beyond that individual.
Hiring or promoting the right person is only part of the equation. Helping them succeed is just as important.
Sometimes the Best Candidate Is Already There
Here’s something else I’ve learned over the years.
Not every open position needs to be filled by someone from the outside.
Sometimes the best person for the job is already working for the company. They know the business, understand the culture, and have earned the respect of their coworkers.
They may just need some additional training, mentoring, or an opportunity to grow.
Other times, bringing in someone new is exactly what the organization needs. Fresh perspectives, different experiences, or skills that don’t currently exist within the company.
The key is knowing the difference.
As recruiters, our job shouldn’t simply be to fill positions. It should be to help companies make the best decisions for their long-term success.
And sometimes that means recommending they look internally first.
Investing in People Pays Dividends
The companies I’ve seen consistently attract and retain good people tend to have something in common.
They recognize that investing in their employees is one of the smartest things they can do.
They take the time to hire the right people, provide opportunities to grow, and understand that developing future leaders doesn’t happen overnight.
They also recognize that keeping a great employee is often far more valuable than continually replacing people who leave.
Of course, there’s no guarantee every investment will work out.
But choosing not to invest in your people comes with its own costs.
A Lesson Worth Remembering
I’ve been recruiting for 44 years, and while just about everything in our industry has changed, one thing hasn’t.
People still make the difference.
Technology has changed dramatically. The way we find candidates has changed. And now AI is changing things all over again.
But at the end of the day, it still comes down to having the right people and treating them right.
I’ve always believed in the Golden Rule. Treat people the way you want to be treated. Listen to them. Help them succeed.
It’s a pretty simple philosophy, but it’s served me well throughout my career.
So whether you’re hiring your next employee, promoting someone into management, or deciding how much to invest in training, I think it’s worth asking yourself:
Am I making the least expensive decision today, or the best decision for tomorrow?
Because sometimes the cheapest option ends up being the most expensive.
And after 44 years, that’s a lesson I’ve seen play out more times than I can count.
My thanks to Simon Thorpe for inspiring this post with his October 2026 newsletter, “Pause For Thought.” His perspective on leadership development and investing in people is well worth reading.
