Skip to main content

Hire for basic human values that are "strongly embedded"; dare yourself to develop that man/woman!

Hiring is the toughest job, especially if it is for a role that impacts many in the organization by it's abilities to influence or interfere with the existing power structure of the organization. 

Roles in senior leadership are often more complex to find for as well as fit into. That's the test of organization's stated culture vs lived one. 

Insecurity seeps into and we all are humans...I have my many insecurities and it takes wisdom to wipe them off slowly.

So, when we hire people into such roles, we must do a panel and roundtable multi-layer, multi rounds of interview and do a thorough strengths vs weaknesses analysis..

Give serious thoughts on what benefits you can leverage and what risks you need to be worried or not worried about. Hire anyone and you have a bucket of risks ...risks of many kinds..

Gallup asks us to focus on strengths and to be leveraged and developed and not get too worried about the weaknesses (though Gallup calls them strengths, which, however, consciously/unconsciously, may not have been preferred or used often by the person concerned) It is a matter of choice before us, as managers, who care to develop people by helping them structure/review/reflect on a few thoughts and actions (just because we have learnt them through experiences), we must consider human as something that can be reshaped, harnessed. 

Even weaknesses and shortcomings can be worked on to keep them as watchlist for the person himself and not to allow them to come in the way of their development..

#Stoic, #MarcusAurelius, #MementoMori

Meditations by Marcus Aurelius: Book Summary, Key Lessons and Best Quotes (


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 ( Understanding Consumer Decision-Making with Means-End Research - Rockbridge ( 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,