The new hire isn’t a good cultural fit. One of the most important competencies in an e-commerce leader is the ability to be a change agent but also mesh culturally within the organization. What will make a successful e-commerce leader is the ability to deftly navigate the existing culture while simultaneously executing the e-commerce strategy.

Under- or over-hiring. If an organization is going to go through the considerable effort of conducting a comprehensive search, it stands to reason that retaining the successful hire would be extremely desirable. This is why right-sizing the candidate for the opportunity is critically important. As laid out in No. 2, it’s important for organizations to thoroughly evaluate their needs so that they pick the right candidate.

No two e-commerce businesses are the same—success at one dot-com doesn’t necessarily translate to another. Generally speaking, evidence of past success does predict future success, but it’s important to know more than the broad strokes of a candidate’s experience. In order to make sure a candidate’s past will translate well to a new business, context is essential. For example, how big was the e-commerce business at the previous company upon arrival? Inquire about revenue and order volume because large revenue dollars can mask operational inefficiencies. This will help determine if the candidate has the required experience for a complex logistical environment.