Wednesday, 8 June 2016

Beyond the Walls of Human Resourcing and Recruiting

UNDERSTANDING THE PROBLEM
What is the version of the application that you are currently using? Or If you are a tester, you may relate to this question: What is the difference between validation and verification?
This infamous question decides some of the interviewees fate.
Could this be because of one or more of these reasons:
The interviewer was asked the same question at some point in his/her interview.
It is listed as the top 10 questions for hiring a 'insert the role here'
Is it because the interviewer thought 'if the candidate cannot answer this then they are not skilled at what they do, should do or EVER DID'.
Or is it because there is lack of effort which goes into the preparation of hiring?

Are we doing it right or simply following the footsteps of someone without thinking if this is the decider question on which I gauge the interviewee.
Or should we be disheartened because we could not answer this question?

I have had the privilege of being interviewed and interviewing candidates and I ensure that I know this before I accept the responsibility of making the decision of hiring the candidate or not.
1) There is a well defined job description
2) Shortlisted candidate's CV reflects the skills required and the candidate is well aware of this job description and
3) I (or the interview panel which is chosen) am aware of the skills that are required to do justice to this responsibility.
Ensuring the above solves the problem to a greater extent. But there are also *other factors which hinder the recruiting process. And many fall prey to it, voluntarily.
*other factors
Think of any factor/s, CHECK if these factor/s is/are influenced by biases. And question. Despite the biases, am I doing justice to the decisions that I make? If yes, you are headed in the right direction.

James Bach enlightened me recently by sharing his wisdom on interviews "the interview is a weird social situation". And his accumulated knowledge as I gathered on interviews is brilliant.
The interviewee and the interviewer goes through tumults when they are faced in this social situation. Some personal emotions may/may not be at display. How do I put this person up / down to prove my worth? This is uncalled for, you interview the candidate for the role you are hiring them for. That's it. Displaying un-professionalism is a waste of valuable time and effort for all involved.


I have gathered below, a few do's and don'ts for the interviewer and the interviewee (from my experiences).
Do's
  • Display professionalism
  • Ask questions as much as relevant to the role
  • Ask questions that help you make a worthy decision
  • Be informed and make the involved comfortable
  • Ask for immediate feedback and share honest feedback despite any biases
Don'ts
  • Don't overwhelm the interviewee or the interviewer
  • Don't be distracted during the entire process. Be it be over the telephone/ in person/ online. A lot is at stake, don't lose it by losing focus
  • Don't let the feedback get diluted by discussing with others when it is not required. Make yourself being on the interview panel, COUNT. As much as you dilute, you are losing your will to decide and are handing over your responsibility to the other/s. Know that you are CAPABLE, and hence are asked to be on the panel

Know this
The hiring process, the questions, the relevance, the answers, the tools, the feedback - can be fallible.


Handling rejection / success
You may fret over it, but move on from there with the idea that you did what you could do in that situation and carry the learning that the whole process taught you.
Have new ideas to share with the HR, recruiter, interviewee, interviewer - DO SO.


As a thumb rule, handle success and rejection the same way. How does this sound?
If tried and implemented, this just sounds like music to the ears.


THE SOLUTION
Knowing is the solution to the above stated problem.
This arena requires a lot of research and has a lot of scope for improvement!
  • What researches are being conducted thus far in understanding and improving education and training in this front?
  • How well trained is your recruiting agency / HR team?
  • Do you know a HR guru who has painstakingly taken it upon themselves to learn, search, research and share valuable results?
  • What courses are offered in universities? How worthy are they?
  • What are the available sources of knowledge?
  • What are the roles applicable and invented thus far for those in the field of hiring?
  • What are the skills that are required by the recruiter?
  • Is there any training/course/course material to equip the HR team better?
  • How are we growing as a team by acquiring new skills?
These are some of the questions that we need to ask as a leader.


I recall Madhu Kiran, Director-HRD Committee at LACFI who was the Lead of Training and Development while I was working with LG (my first step into the corporate world). An inspiration, a continuous learner, a learned person  who I look up to and who has done/doing research in this field.

We need more thinkers, learners than the mere 'employed ones' who look beyond what meets, the eyes, break those walls if need be to see and learn beyond the walls of human resourcing and recruiting and to "Make sense out of being Hired".
Image courtesy - www.zoomremotepros.com
Most of all be genuine in your approach and be as professional and humane as possible. Capture the loopholes, the gaps in the process, the lessons learned and share it with the concerned so that they get to see your perspective and learn together to make HR better and valued.

Make this learning rich by providing your thoughts on the status of recruitment around you.

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