Montran presents its outlook on the ideal hiring strategy for an organization

Montran's take on the ideal approach for an organization's recruitment process in order to ensure hiring of the right talent.
03 October 2022

India, October 02, 2022 /hr.economictimes.indiatimes.com/ Affected by The Great Resignation, struggling to fill in the big void left by the High-Potentials and trying to find the right-fit, turn around, your core force is still with you.

As quoted by Warren Buffet, “In looking for people to hire, you look for three qualities: integrity, intelligence & energy. And if they don’t have the first, the other two will kill you.”

So, should you hire only the BEST? And how do we identify who is the BEST?

The long-established and accepted process of recruitment involves a pre-defined set of screening parameters with respect to academic qualification, technical knowledge, career objectives, and acclimatization to the workplace and people. In accordance with these criteria, the identification of recruitment sources such as, colleges, training institutes or sourcing agencies are done keeping in mind the elite background, academic excellence, reputation and agency reviews of the sources. Organizations customarily prefer Tier 1 colleges for campus recruitment, reputed institutes and agencies that are well known in the sourcing industry.

This process of recruitment leads to on boarding of the sharpest minds, fresh talent and associates with good experience in reputed organizations. However, most organizations take time to understand that “the best talent” may not always be the best for their team or organization. Hiring “the best” is just a myth most organizations run after and sadly miss the plot of creating a space where employees enjoy their role. It has been observed that the so-called “best” barely stick around.

The traditional approach to selecting the ‘Best’ ignores the unsung qualities of integrity, honesty, maturity, adaptability, and work ethics. These overlooked attributes are vital to the growth of an individual and the company as a whole and should be assessed during the recruitment process. The Behavioral Event Interviewing technique helps in identifying the competencies needed to perform the job well. This also helps assess skills and strengths of the candidate apart from the traditional attributes.

Associates chosen with these intangible traits are dedicated, passionate, love their job, and strive to contribute to the organization’s success along with their personal growth. They don’t hesitate from facing challenges and taking risks.

Once the recruitment process is complete and the ‘Optimal’ candidate is chosen, the expectations for the associate are set by the company. However, it is also the duty of the organization and its senior members to create the right environment for its fresh talent to thrive and succeed.

Know your employee’s talent – the right fit of talents and roles becomes crucial in aligning the passions, values, and interests, which in turn, becomes the top gear in accelerating employee performance.

Good organizations hire associates who can be placed anywhere in the organization, and can be assured that the associates will learn, adapt, and grow into top performers. To achieve this, the organization has to be willing to invest in individuals’ learning and development, and to create a conducive environment that encourages employees to develop their skills and push them to achieve greater heights.

Organizations need to create a safe space for employees and set realistic goals/expectations for people to enjoy their work and achieve work-life balance.

Along with the top performers, focus on the unsung heroes who may also be committed and passionate about their work. Leaders and managers need to connect with them, clarify their expectations, and challenge them. These heroes will ultimately thrive, survive and succeed. Refrain from categorizing them at the bottom of your bell curve.

HR gurus believe that the best should be based on the value they bring to the organization, also emphasizing that the “rest” should not be ignored.

Provide avenues for self-learning and self-discovery to help associates understand where they are and where they want to be. Upgrading employee skillset is a continual process and keeps evolving with time.

Yardstick of goal measurement and performance measurement should evolve with time, focusing on not just the value the associates bring to the organization, but their intangible qualities as well.

At the end of the day, it is the responsibility of the manager & management to kindle employee performance. Ensure that the employee is emotionally connected and intellectually challenged. This is what an organization wants from its employees – their best.

Summary: Review your employees’ roles. Re-connect with them emotionally and intellectually and help them understand the role better. The right plan will help them move from being a common to a critical talent.

SOURCE hr.economictimes.indiatimes.com

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