There’s a pattern I see pretty often when I’m working with mortgage companies.
They need to hire. They move quickly. They find someone with strong production numbers, a solid resume, and experience in the industry — and they bring them on.
On paper, it makes sense.
But a few months later, things aren’t clicking. The production isn’t what they expected. The team dynamic feels off. Or the person leaves sooner than anyone anticipated.
And at that point, the question becomes: What went wrong?
The Overfocus on Production
Let’s start here, because it’s the most common issue.
Production matters — obviously. This is a numbers-driven industry. But numbers without context don’t tell the full story.
I’ve seen candidates with strong volume struggle in a new environment because:
Their previous company had better support systems
They relied heavily on a specific referral source that didn’t transfer
Their process depended on tools or teams they no longer have
So while the numbers look great, the foundation behind those numbers isn’t always portable.
That’s where companies get caught off guard.
Not Digging Into “How”
One of the biggest mistakes I see is not asking enough questions about how someone builds their business.
It’s not just:
“How much did you close?”
It’s:
Where did that business come from?
How are those relationships maintained?
What does your day-to-day actually look like?
What kind of support do you rely on to stay consistent?
Two loan officers can have the same production on paper and operate completely differently.
If you don’t understand the “how,” you’re making a decision with half the picture.
Ignoring the Team Dynamic
Another thing that gets overlooked is how someone fits into the working style of the team — not just personality, but how they operate.
Are they independent or do they rely heavily on collaboration?
Do they need structure or do they thrive with flexibility?
How do they handle pressure when things slow down?
If those things don’t line up with your environment, it creates friction.
And friction, over time, turns into frustration — on both sides.
Moving Too Fast
I understand the urgency when a role needs to be filled. Especially in this industry, where timing matters.
But rushing the process almost always leads to a second hiring process sooner than expected.
Taking a little more time upfront to:
Have deeper conversations
Check references thoroughly
Understand expectations on both sides
…can save a lot of time, money, and stress later.
What Smart Companies Do Differently
The companies that consistently make strong hires tend to approach things a little differently.
They:
Look beyond production and focus on consistency and sustainability
Ask detailed questions about business development and process
Set clear expectations upfront — not just about comp, but about support, culture, and performance
Take the time to make sure it’s the right fit on both sides
They’re not just trying to fill a seat. They’re trying to make a hire that lasts.
For Candidates — This Matters Too
If you’re a loan officer exploring new opportunities, this goes both ways.
You should be asking:
What kind of support will I have?
How does the team operate day-to-day?
What happens when volume slows down?
A lot of mismatches happen because candidates don’t ask enough questions either.
Clarity upfront makes a big difference in how things play out long-term.
Final Thoughts
A “bad hire” usually isn’t about someone not being talented.
It’s usually about a mismatch — in expectations, in process, or in environment.
When companies take the time to understand the full picture — not just the resume — they make better decisions. And those decisions tend to last.
If you’re hiring or thinking about your next move, I’m always happy to talk things through.
You can reach me at deena@mortgagetalent.net, connect with me on LinkedIn, or visit MortgageTalent.net.
