By Lisa Matomola
A key part of our consulting work at Hito HR involves helping organisations attract and hire the right people. While recruitment may appear straightforward, the reality is often far more complex, particularly for organisations operating within tight budgets.
One lesson has become increasingly clear over the years: Talent is not cheap. Neither is hiring the wrong person.
Whenever I hear concerns about salary expectations, I encourage employers to pause and look beyond the number on the offer letter. Instead of asking, “Can we afford this candidate?” I ask a different question: “Can you afford not to hire them?”
That question often changes the entire conversation.
A few thousand dollars may seem like a significant amount during salary negotiations, but what will it cost if the position remains vacant for another six months? What will it cost if critical projects are delayed because no one has the expertise to lead them?
What happens when existing employees become overwhelmed because they are carrying the workload of an unfilled position? What is the cost of losing clients because service standards begin to decline?
Even worse, what happens when an organisation appoints someone simply because they were the cheapest option, only to discover months later that they lack the competence, judgement or leadership capability required for the role?
The cost is no longer just a salary.
It becomes delayed projects, frustrated clients, declining employee morale, poor decision-making, repeated recruitment costs, onboarding expenses and countless hours spent correcting mistakes that could have been avoided in the first place.
In my years of recruitment and executive search, I have learnt that the most expensive employee is not necessarily the one earning the highest salary.
Quite often, it is the wrong employee.
I have also witnessed the opposite.
An organisation decides to invest in an exceptional individual. At first, there is hesitation because the salary appears higher than budgeted. Yet within a year, productivity improves, customer satisfaction increases, processes become more efficient, the team becomes more engaged and the organisation begins achieving results it had struggled to deliver for years.
Suddenly, the salary that once seemed expensive becomes one of the smartest investments the organisation has ever made.
That is why I often say salaries should never be viewed in isolation. They should be viewed against the value a person creates.
Talent is far more than the qualifications listed on a CV. It is the combination of knowledge, experience, skills, attitude, adaptability and the consistent ability to create value. Two people may hold the same degree, have the same years of experience and even occupy the same position, yet their contribution to an organisation can be vastly different.
One simply completes tasks, the other transforms the business.
That difference is what organisations are paying for.
In his book Hire Smart, Dr. Pierre Mornell introduces what he calls the “leftover market.” He argues that organisations which move too slowly or focus solely on paying the lowest possible salary often lose the strongest candidates. By the time they are ready to make an offer, those candidates have already accepted opportunities elsewhere.
I see this happen more often than many people realise.
The strongest candidates rarely remain available for long. They are continuously approached by recruiters. They have options, and they understand the value they bring. Organisations that recognise that value move quickly.
This does not mean organisations should overpay people or ignore budget constraints. Every business has financial realities, and responsible remuneration remains important. However, there is a significant difference between managing costs and undervaluing capability.
It is also important to recognise that not every role requires paying a premium salary. Many organisations intentionally recruit for potential rather than proven expertise. Graduate programmes, internships, apprenticeships and entry-level positions exist to develop talent. They provide individuals with the opportunity to learn, gain experience and grow into future leaders. In these cases, remuneration should reflect both the developmental nature of the role and the candidate’s current level of experience.
The conversation changes when an organisation is recruiting for a specialist, technical or leadership role where immediate impact is expected. Certain industries require professionals who can solve complex problems, exercise sound judgement and deliver results from the moment they walk through the door. These are not roles where organisations can afford a lengthy learning curve.
Unfortunately, some organisations expect years of experience, scarce technical skills, proven leadership ability and exceptional performance, yet want to pay an entry-level salary. Expectations and remuneration must align if organisations want to compete for top talent.
Today’s labour market has changed.
Professionals are no longer evaluating salary alone. They are looking at leadership quality, organisational culture, opportunities for growth, flexibility, continuous learning and purpose. The best people have choices, and they choose employers who value both their contribution and their development.
There is an equally important message for professionals.
If you aspire to earn more, focus on becoming more valuable, invest in your education, and build meaningful experiences. Develop new skills, embrace technology, strengthen your communication and leadership capabilities and become someone who consistently solves problems and delivers results.
High salaries are rarely paid for qualifications alone, they are paid for impact.
As organisations across Namibia compete for specialised skills, one thing is becoming increasingly clear.
The competition is no longer just for customers. It is for people.
The organisations that will succeed over the next decade will not necessarily be those offering the lowest salaries. They will be those that understand that attracting, developing and retaining exceptional people is one of the smartest investments they can make.
Likewise, professionals who continuously invest in themselves will remain relevant, regardless of how the world of work evolves.
After years of helping organisations recruit talent and coaching thousands of professionals throughout their careers, one lesson continues to stand out above all others.
Talent is not cheap, but neither is mediocrity.
The cost of excellence is visible on the payroll.
The cost of poor hiring is hidden in lost opportunities, declining performance, disengaged teams and unrealised potential.
If you are hiring for potential, invest in developing that potential. If you are hiring for expertise, be prepared to pay for it.
