The more I have work on Strategies , more I traverse through the landscape with Successes & Failures & the more I learn about Business , the more & more I am convinced that — Strategy / no strategy , Technology / no technology ; the most fundamental factor for sustained business success is RIGHT  people  . Right human resource is a multiplier & wrong resource is a divider

Therefore Right Selection is a fundamental business process for an Organisation — it’s first level Quality Control . Great organisations like Google place overwhelming emphasis on employee selection , to an extent that they advocate even cutting $ from Training budget & putting into Selection budget . Selection process in best of organisations are therefore more elaborate , intensive , rigorous & with involvement from the highest level ( not outsourced or abdicated )

While each organisation will & should evolve its own selection process , here are some observations & learning which can help most  :

# Do not hire or pay for what you can ; pay for what you can’t : Historically most make the mistake of interviewing candidate based on his CV & select based on Academics , Knowledge / Skills , Experience . To me this is belief has outlived its expiry date . These are not selection parameters , but rejection parameters . ( It is like Power steering / Power window for a new car — this is no more a decision parameter ) You should not even ask anyone for interview if he / she does not qualify on these parameters . But once shortlisted , don’t waste your time on checking knowledge / skills , academics . Knowledge & skills is what you can impart & hence if your , otherwise Right candidate is short on these , they can always be imparted — then why pay for what you can do . You must hire & pay what a candidate brings , but you can’t impart . This is what I call as ” Constitution ” of a candidate . Constitution is what makes a Horse ,a horse & a Donkey , a donkey — you can do nothing to change & hence look for & insist on while hiring . A constitution is how a candidate , as an individual is ; his / her attitude , application , perspective to work , beliefs , etc …. these are the elements define what he is & significantly impact what he can do in the job

# Do not be under illusion ; we are not in transformation business  : We need to understand that we do not have the wherewithal , nor the mandate nor the time to transform anyone against his / her wishes . We can not turn a Mango into an Orange & vice versa . Do not be under the naive impression that we have the tools to do it . Training can only make a donkey into a better donkey ; but never into a horse . It is like a Fertile land v/s a Barren land . This choice has to be made at the point of selection ; not after

# What is a RIGHT constitution  : I guess , a large portion of profile of a RIGHT candidate is likely to be Universal ; though some portion will always be contextual to the Industry , Business environment ,  Stage of evolution of your organisation & its Value system . I can share what I have distilled as a set of 5 parameters – what constitutes a RIGHT person for us in our current business context : (i) Independent thinking , (ii) Ownership , (iii)  Self management , (iv) Learning ability , (v) Problem – Solution ability .  I have elaborated on these 5 attributes in my last posting in December …. for any more clarity you can always reach me at yatinsamant@yahoo.co.uk ; yatinsamant@handiman.in

# Right selection is a skill , we need to train our interviewers on : Although right selection is so fundamental to business success , ironically , practically none of us , the world over , has even been formally trained in ” Quality Interviewing ” , nor are the interviewers are ever measured on their ‘ performance ‘ — with the exception of a few organisations ( again like Google ) . From my experience I can certainly tell you that right interviewing does require Training , Practice and Measurement & feedback


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