In the world of corporate recruitment, there’s an ongoing debate on employing ex-entrepreneurs. While some raise concerns about their restlessness and risk-taking behavior, others see their entrepreneurial background as a valuable asset introducing innovation and diversity into the workforce.
Certain corporate leaders value the creativity, problem-solving skills, and broad perspective that ex-entrepreneurs provide. Such individuals, according to them, could potentially stimulate groundbreaking initiatives within teams, seen as growth opportunities rather than risks.
Chris Kimera of Techtiq Solutions offers a different perspective, arguing that entrepreneurs are not necessarily a higher resignation risk than regular employees. He emphasizes the flexibility, resilience, and innate drive entrepreneurs possess could actually make them more committed and motivated in their roles.
Ex-business owners bring in significant value
Ex-business owners bring in significant value due to strategic planning, fund mobilization, team building, and management skills acquired as founders. They often possess vast industry networks, useful for building partnerships, and understanding customer requirements.
Kimera notes that ex-entrepreneurs are versed in extensive market and competitive analysis, adding a competitive edge to a company. Their unique experiences imbibes them with risk-taking capabilities, adaptability, and innovative ideation.
However, hiring decisions need to be considerate of their need for control and potential difficulty in adapting to different business cultures. Viewing such individuals as contributors rather than carryovers from failed ventures could shift business perspective significantly.
Sadly, former entrepreneurs are often overlooked for the wrong reason
Despite these potential benefits, recruiters often undervalue former entrepreneurs due to biases against them. Hiring managers need to reassess these biases, viewing entrepreneurial backgrounds as signs of maneuverability in uncertain situations, leadership potential, and a willingness to take calculated risks.
Observations indicate that men with recent entrepreneurial experiences are less likely to return to entrepreneurship or quit their jobs. Thus, inclusion of past entrepreneurs can enhance performance and stimulate creativity. A culture that embraces diversity and a growth mindset can pave way to innovative solutions and increased competitiveness.
Reducing the stigma associated with entrepreneurial failure could cultivate a risk-taking culture and motivate employees to aim for success without fearing failure. Conclusively, while gender dynamics and entrepreneurial history might influence career trajectories, these experiences can be harnessed for organizational growth when recognized and supported.
