The Brahmanism of hiring: Corporate's helpless dilemma
I seriously believe, it is high time when we all started implementing the learning's that we got from the top leaders like Jack Welch and Larry Bossidy and others with similar stature, who told,
"nothing that you do is more important than hiring and developing a top talent" and "you must never delegate hiring".
Recruiting managers or HR Managers do the hiring or sourcing as it is called in the mean world of procurement of human resources. Demand is the number of heads to be hunted.
No, not really, candidates or applicants or aspirants get the dime-a-dozen treatment when they are hired through an agency, who is a detached demand fulfilling agent.
Hiring process shall be very inclusive to begin with. Hiring Manager must have a say in processes like, sourcing, posting, marketing, branding, screening, evaluating, invitation for meetings with protocol or professional essentials , etc. To review the whole plan and do proper adjustments accordingly. Leaving hiring like critical decision to sourcing or recruiting managers is no less risky than risking a 'wrong hire'....and most often, hiring someone who was fit technically but not suited for the team, culture, other key factors at a typical workplace.
Easiest excuse for letting HR/Recruiting/sourcing function do the most part of recruiting in the name of not having much time with the hiring manager is like inviting for failure.
Sourcing/Recruiting department, for whom , sourcing is a task devoid of real intangibles called 'hiring for success' is like establishing a 'caste-system' in the organization and that too with very defining dominance or high-leaning of a Brahmanism, things only this way as the puritanical way.
Hiring managers must create hiring plan for their hires and must take experiences as key learning. Sense talent pool, their orientation, skills and expectations, EVP of their current employer vs yours.
My experience says that hiring, strongly managed by the Hiring Manager herself, has been the fastest and solid in terms of quality, cost, experiences and time-scale than when it was summarily given to sourcing department. If hiring manager treats hires as sourcing goods, she can imagine the results and team-spirit and bonding and the culture-fit it will create or miss.
Hiring managers need to get direct-hand involved in hiring and use HR as a supporting hand.
I have seen some recruiters who very much talk the language of a passionate hiring manager in words and spirit, that impresses. Hiring is not a number game or else purchase department could do it better..
Save spirit of hiring in the name of building a sustainably successful organisation!
Watch-out for labels of 'caste-system' and 'brahmanical shades'.
No, not really, candidates or applicants or aspirants get the dime-a-dozen treatment when they are hired through an agency, who is a detached demand fulfilling agent.
Hiring process shall be very inclusive to begin with. Hiring Manager must have a say in processes like, sourcing, posting, marketing, branding, screening, evaluating, invitation for meetings with protocol or professional essentials , etc. To review the whole plan and do proper adjustments accordingly. Leaving hiring like critical decision to sourcing or recruiting managers is no less risky than risking a 'wrong hire'....and most often, hiring someone who was fit technically but not suited for the team, culture, other key factors at a typical workplace.
Easiest excuse for letting HR/Recruiting/sourcing function do the most part of recruiting in the name of not having much time with the hiring manager is like inviting for failure.
Sourcing/Recruiting department, for whom , sourcing is a task devoid of real intangibles called 'hiring for success' is like establishing a 'caste-system' in the organization and that too with very defining dominance or high-leaning of a Brahmanism, things only this way as the puritanical way.
Hiring managers must create hiring plan for their hires and must take experiences as key learning. Sense talent pool, their orientation, skills and expectations, EVP of their current employer vs yours.
My experience says that hiring, strongly managed by the Hiring Manager herself, has been the fastest and solid in terms of quality, cost, experiences and time-scale than when it was summarily given to sourcing department. If hiring manager treats hires as sourcing goods, she can imagine the results and team-spirit and bonding and the culture-fit it will create or miss.
Hiring managers need to get direct-hand involved in hiring and use HR as a supporting hand.
I have seen some recruiters who very much talk the language of a passionate hiring manager in words and spirit, that impresses. Hiring is not a number game or else purchase department could do it better..
Save spirit of hiring in the name of building a sustainably successful organisation!
Watch-out for labels of 'caste-system' and 'brahmanical shades'.
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