Growth is a good problem to have. It sure beats decline and reductions in force or whatever current euphemism your organization uses for letting people go.
Growth also brings challenges. If you are growing when others are shrinking you can gain from their people. The ability for job postings to get broad exposure is much higher today than it used to be many years ago. High skilled people can be hard to find in some market conditions.
If you are a shop of experts who custom-craft every solution, you count on highly skilled people in a crucial way. Turnover can be difficult.
If you are a shop that has a core of super people and hires others not quite as experienced yet, you can grow the newer talent into super performers too.
We have found that we prefer people who have exposure to the key skills of building courseware and, more importantly, have some experience with creating and synthesizing content from scratch using SME interviews, and from low amounts of authoritative source materials. Where we tend to ask more questions is if someone has only demonstrated that they have facilitated someone else’s courseware. Instructor-led experience is great. However, some people come from that background having never had to create their own courseware. These folks can struggle and burn many more hours and not provide a good solution for your customer. Be careful with these.
Behavioral interviewing has been better for us than some other techniques. Unlike investing in stocks on the stock market, people do tend to behave in the future similarly to how they have behaved in the past. We ask for examples from their mental database of memories that show this or that. Then we listen. People tend to reveal what they have experienced versus what they understand in theory but have not done much or at all. The more they talk and we listen, the easier it is to spot highly skilled staff.