Skip to main content

Are you ready for a star candidate?

"Let your top performer walk away"
"Do not hire the best".
"Candidate is too good for us"

We have heard many such gospels. What matters is context. Hiring is not always for the best. Hiring is a "best-fit", scientific hiring! But is JD is a good boundary for defining a best-fit? What is a quantifiable measure of a good-fit?

Have you heard of the term, "scientific hiring"? Wonder what is this? Is this a robotic exercise of hiring by putting candidate under every test battery and finally stamp it out "Tested", "EC" (Europe Compliant), etc.
It is actually not. Scientific hiring is the process that is consistent and integral and does not change due to context.
I have heard people questioning the validity of”JD based" interviewing” and times sanctity of a “Resume based interviewing” too?

What shall be done? Do we do a “candidate based interviewing”? How do we do that?

·        Ask a candidate, what motivates/excites him to apply for this position?
·        What does he think this position will offer him?
·        What all skills and experience he thinks, he will learn and hone on this job?
·        What all factors will define success of this role? How does he measure his success on the role? What does he think is detrimental to the success of this role/position?
·        Talk about achievements?
·        Talk about risks he/candidate took in his professional role ?
·        Talk about a serious conflict he had with his seniors/points of disagreement, where he had a different view, at times contrarion to the senior's views/views largely held by higher up/s? Talk about conflict with the team that he managed, his approach and why that approach?
·        Where does he think his seniors should have helped him and he rather did not get that support?
·        Who does he attribute his success to and why?

Most of the people will say, 'team', boss, peers, mentor, many people at different times and at times my gut feel, strong belief, etc. This is good, talk about a situation where he attributes his success to his gut feel and strong belief? These questions differentiates deeply between a task-jockey against a thinking and application guy, a learning and un-learning guy, an adaptable and success oriented guy, a person aware of eco-system and sees in them a code and support mechanism to succeed, etc.

What are the types of fit in hiring?
·        Culture fit. - Lives by the values that core values, core principles define and appreciate. May not stipulate as rules. Not prescriptive but reflective.
·        Team fit- Can be a great team player
·        Technology fit- Quickly learns technology and yields the best out of it to meet requirements, can leverage and optimize
·        Customer fit- Empathetic, compliant, responsive, dependable, enslaves client
·        Geography fit-Culture neutral, highly pervasive, socially apt and highly
·        Manager fit- Can be a best complementing factor to manager, meets her/his needs, can ease out manager of lower end responsibilities thereby helping manager climb up and create/innovate
·        Process fit- Perfect fit for the current process, a machine, robot, loves process, has no life outside process.

Decide what suits you best to have an objective subjective assessment!


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

Why is ‘Total Rewards’ key to talent management?

Why is ‘Total Rewards’ key to talent management?  Total Rewards (TR) is talent life-cycle management tool that holistically embeds into the whole business plan.  TR can add feather to the modern day HR if they can handle it well to give company the long term competitive edge Unfortunately TR is not a broad-brush tool and so it requires an insightful ‘HR Leader’ with strong sense and capability of strategic alignment, analytic thinking and rightful implementation strengths . WHY TOTAL REWARDS? You must show employees “what’s in it for me.” This means tying together the benefit of the job, the culture, their colleagues, and the company’s mission and its values, as well as total rewards. But total rewards are the most immediate and visible element to employees. SOURCE: Bremen, John and Sejen, Laura. Advancing Total Rewards & the Employee Value Proposition. WorldatWork. 2012. COMPENSATION: IT’S KIND OF A BIG DEAL Compensation can be the single biggest cost