Skip to main content

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'.

Comments

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Well-known interviewing technique “laddering,” the Means-End Chain!

Courtesy HBR article...  The 30 Elements of Consumer Value: A Hierarchy (hbr.org) Understanding Consumer Decision-Making with Means-End Research - Rockbridge (rockresearch.com) Many of the studies involved the well-known interviewing technique “laddering,” which probes consumers’ initial stated preferences to identify what’s driving them In our research we don’t accept on its face a consumer’s statement that a certain product attribute is important; instead we explore what underlies that statement. For example, when someone says her bank is “convenient,” its value derives from some combination of the functional elements  saves time,   avoids hassle,   simplifies,  and  reduces effort.   We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms.  These elements fall into four categories: functional, emotional, life changing, and social impact. Our model traces its conceptual roots to the psychologist Abraham Maslow’s “hierarchy of needs,