Summary of Key Points
This article explains the phenomenon in the workplace where managers prefer to rely on acquaintances: it's not because they are favoritism, but a necessity for survival. The capabilities of employees within the same company are not significantly different (due to rigorous recruitment processes and routine tasks that require proficiency). The main issue when hiring is not competence, but trust—the belief that someone will not deliberately cause problems or fail to complete tasks reliably. Trust is essentially about repeated interactions; the cost of a breach of trust with an acquaintance is high (they can be held accountable, and it affects one's reputation). Therefore, managers give priority to acquaintances to ensure their own survival in the workplace.
Detailed Analysis
1. The Gap in Competence in the Workplace Isn't as Big as You Think
Many people think, "If I'm capable, I should be given more opportunities," but in reality, those who are hired through open recruitment have already gone through a screening process, and their basic skills (such as logic and learning ability) meet the requirements. Daily tasks often involve routine activities like creating PPTs, organizing data, and coordinating processes, which do not require exceptional skills; even someone with a middle school education can learn these tasks quickly. The "challenging projects" mentioned during interviews are rarely encountered, and most of the time, work is repetitive. Thus, the gap in competence among colleagues is not as significant as you might believe, and competence is not the primary factor in hiring decisions.
2. The Key to Hiring: Not "Competence," but "Reliability"
Managers fear less that subordinates can't do the job and more that they will intentionally sabotage it.* For example, if a project is assigned to someone who has the skills but then backstabbs or is lazy, the manager will be held accountable. Lack of competence can be addressed through training, but intentional misbehavior is difficult to resolve. Therefore, the core need in hiring is trust**—the belief that the employee won't harm the team, and any issues are due to external factors (such as market changes) rather than personal intent. This level of trust is costly and not easily granted to strangers.
3. Where Does Trust Come From? People You See Regularly Are More Reliable
Trust is about repeated interactions; in other words, you often meet each other, and your lives overlap, making it difficult for someone to deceive you without consequences. For instance, you're unlikely to lend money to a complete stranger, but you might help a childhood friend because you see them daily and can hold them accountable if they cheat. A restaurant at a tourist attraction might overcharge you (a one-time interaction), but a local shop near your home wouldn't dare (because you frequent it). Acquaintances in the workplace (classmates, former colleagues, or subordinates you've helped develop) are people you see regularly, and the cost of their betrayal is high (you can contact their family or mutual friends to hold them accountable), making them more reliable.
4. Betrayal by Acquaintances Is Rare; Strangers Are the Norm
Some argue that acquaintances can also betray you, but such incidents are rare because they're uncommon—just as a golden marriage (lasting fifty years) is celebrated, so is loyalty throughout a lifetime. If a stranger betrays you, it might not even make news because you don't know each other well, and there are no consequences. Therefore, managers choose acquaintances because they are less likely to cause problems for them, ensuring their own survival in the workplace first.
In Conclusion
The workplace is not a "competition of competence" but a "game of trust." Managers rely on acquaintances to reduce risks and ensure their survival. Before becoming a manager, you might dislike this approach, but once you do, you're likely to follow suit. This isn't about right or wrong; it's just the reality of the situation.