The origins of the Russian state are unusual. People of Kiev invited foreign mercenaries, two Viking brothers, to rule over them. Until these days, when a manager is hired from outside of an organization – government, college, or business, - Russians refer to it as hiring a Viking (varyag). The logic of it is clear to all – bringing an outsider who has not yet created friends or enemies may sometime be beneficial. It allows to either move past a conflict, or to move an organization forward in a new direction. Another strategy is to promote someone from within. The advantages are continuity, avoidance of major disruptions, and recognition of someone from within. An organization seeking change will benefit from a Viking; one seeking stability is better off with a homie. Being a Viking myself, I truly appreciate both homies and Vikings.
A similar, but not identical set of choices exists in hiring of new faculty. There is an advantage to growing your own – you can identify talent with certainty, shape its growth, and acculturate it in your ways. Those are people who are hired from the ranks of part-timers, temporary types, or graduates of your own programs. They can hit the ground running, and free us from nasty surprises. They usually have strong ties to the local community, bring valuable social networks with them, and tend to stay longer. The opposite strategy is to bring outsiders; those tend to have a different, fresher perspective, are more likely to be innovators, and tend to make your institution closer to the national norms. Again, both are important, and one can only advocate for a sensible mix of the two, while understanding of value and risks associated with both.
Both strategies can go wrong. With homies, there can be simply too many of them, which makes the organization stagnant. A large majority of homies won’t even know how things can be done otherwise, so their sense of the norm may eventually drift away from the larger context. The standards may slip, and a person may be hired on the basis of personal sympathies – being just like us, fitting in. This leads to nepotism, which is not only unethical, but is also illegal. Once the word spreads that such and such institution searches are mere formalities, good Vikings will just stop applying. The reputation will suffer, and it is very hard to get it back later. Most importantly, the self-respect will suffer. See my blog “Refuse to be second-rate”
Another version of the same problem – hiring only people who share the organization’s values and beliefs. It is really hiring people who look like Vikings, but are really crypto-homies. It is less of a problem for business, but we work in academia, where open debate and difference in opinion is essential for credibility. So every liberal department should have some conservatives, and vice-versa; every analytic philosophy department must have at least one continental philosopher. Otherwise, we just create many isolated conversations, where our thinking is no longer challenged – because we all agree with each other. It is a dangerous, and ultimately, a self-defeating game.
Over-relying on Vikings can also go wrong. Some institutions never hire their own graduates – as a matter of policy, or a matter of tradition. This is probably taking it too far. It is hard to maintain traditions, the sense of organizational culture in an organization full of vikings. It may degenerate into a collection of academic stars, each very good in a small niche, but incapable of forming a community. It may lose its uniqueness and its peculiarity, which is often needed to maintain an identity. In many industries, including ours, uniqueness is a valuable asset. Vikings tend to have less loyalty to the organization, they leave more often, and may create large disruptions. Finally, once in a while you hire someone very incompetent, or unethical, because interviews are not perfect, and they definitely worse a tool than knowing someone for years.
I am talking of tendencies, not hard rules. Plenty a Viking stay for a long time, and many homies turn out to be the most daring innovators. Just trying to hire the best person available would be the best strategy; it will minimize risks associated with all strategies, and random events will take care of good balance. Trying to control our biases – for or against Vikings or homies – is the best strategy.
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