Selecting the "Right Fit" Employee

Selection of good fit for a future candidate is becoming tougher by the day in India. One of the biggest issue facing managers in India is the 'Right' fit of a potential candidate with the job. Managers are looking for magic wands to find the 'Right' candidate and get them to perform in their team.




Selection process needs a serious overhaul and as serious HR professionals we should work on creating a better selection process rather than depending on the legacy 30 - 60 minutes interviews. It is a known fact and proven science that interviews are the poorest ways of selecting candidate (0.2 correlation with success on the job), yet they are the most popular. The answer is simple, they are the quickest, they give managers the power to play God and they are easy since someone else is on the mat. Good selection takes a lot of work and managers have to work hard at it, not many of us like to work hard at something when we know our judgement can not be questioned and we have the upper hand in the game anyway.

It took me a while to realise all this and I started doing something about it, with the help and buy in of my business colleagues we introduced a mini assessment centre way to hire the "Right" fit for the company and we implemented it for the most critical job of the organisation, the frontline employee.

We developed a "Push" and "Pull" approach to go along with a mini Assessment Centre for selection in the most critical roles of the organisation (hired large numbers too). Let me share my experience: 

We developed a simple demographic (filled by HR) & skills "go" , "no go" test taking less than 15 minutes of candidates time. Very useful for screening! This was done after examining past 3 years data matching the high performing current employee with her demographic profile borrowing from the CRM tools deployed by Marketing.

Underlying Belief in selection is that more data points help you know the candidate better and hence help in selection (recently read Daniel Kahneman's, Thinking Fast & Slow, he endorses the view) - hence a candidate should meet more people preferably 3-4 different interviewers in the organisation, go through an assessment test (controversial perspectives on the same but generates helpful data points) and a live job project/situation. I have tried this technique and it brought a better correlation between selection & retention. Effectiveness in job parameters could not be proven at that time but I am sure we can build that too. 


In the interview we checked for Values, done by all the 3-4 interviewers by asking her a set of questions pertaining to organisational values and her views on the same. We generated different questions on testing these out and also her personal values and watched for common data points. 

For all of the above to happen the candidate usually have to have 3-4 touch points with the organisations and all the above is a "push" technique since he is being tested time and again. If the candidate is serious s/he will keep coming back to do this (helped me understand his seriousness for THIS job and company). 

We pulled him by showing him the company, explaining more than what is available on website, shared profiles and traits of successful employees in the company. let him talk to current employees and know the "Real" organisation with its positives and negatives. 



This push and pull combined help us take calls which were better than taking gut decisions and 30 minute interviews. The managers were trained and became better and better at selection just like any other skills which becomes sharper with high usage.

Happy Selecting!!

Choosing between 2 Rights

It is easy to choose between Right and Wrong, even a child can do it.

Leadership is about choosing between 2 Rights. We all come across business situations or situations at home everyday which demand us to make decisions, most of those decisions are straightforward. But on everyday basis we also come across situations where we have to choose between long term/short term, speed/quality, promotion for one out of the two outstanding colleagues;it is excruciating to choose between these 2 Rights. There are numerous other situations which demand of us to choose between 2 rights. 

How do you choose between these 2 rights ? 

How do you make that critical choice? 

These choices define who you are.

We have to choose between spending time on a subordinate review versus go to an averagely important meeting and it is the politically right place to be in the organisation. What do you do in such situation determines what kind of Leader are you? What is the right decision to make?

It is your small choices on a daily basis which make you the Leader you become.

It is easy to choose between Red Light and Green Light, it is when the light is "Yellow" that the choices begin to dictate who you are. If you are in Delhi or North of India a "Yellow" light means speed up and push that accelerator to the floor. Most of the other places I know of people shift from accelerator to brakes. But that choice makes you the person you become.

Our choices determine who we are and our dilemmas make us who we become. Dilemmas are an important test of leadership and managerial styles. If you are stuck in a situation of selecting people for your team (for a job, project etc.) or promoting them to a new position, ask them a dilemma question and you will get your answer, they will provide you a view of the hidden self and you can start looking for a pattern before you come to the conclusion. 

You can double check it by asking another dilemma question in a different setting and look for patterns.

People behave in a patterned way when asked dilemma questions. Ask yourself some of them and you will come to know as to what kind of person are you. It is the easiest test to knowing yourself.

Happy Searching !!

5 HR Trends For 2013

It has taken me sometime to assimilate all what I have been hearing from CEOs and Entrepreneurs for 2013 to come out with what lies in store for HR  in 2013. The future is looking good and businesses want to growth this year. They are cautious and do not want to repeat mistakes of the past few years, some of them are still learning and cautious. With elections around the corner, we are expecting the Govt. to give boost to industry, create more jobs and announce all the goodies to harvest an election in 2014.

I have compiled a small list from my perspective of what lies in store for HR Leaders in 2013. Here are the top 5 trends I am already seeing emerging in 2013.

Building Capabilities 

We had seen tremendous growth in few sectors in the past decade and jobs grew faster than people. People were growing in their jobs and everything was hunky dory till the time tide ebbed and as Warren Buffet say we discovered everyody had been swimming without clothes. Many rapidly growing sectors hid the flaw of people and  their ability to manage their jobs. Once the tide ebbed management saw who had they been promoting all these years into bigger and bigger jobs, they were shocked and horrified. Suddenly every single person from the CEO to the frontline manager was short for the job they were performing and growing with till now. 2013 will see all the growth industries of last decade spending more rupees on building capabilities of their employees. These capabilities will specifically be built for strategy (managing both growth and downturn), managing others (boss and subordinates) and as Tichy calls the cultural and political scenarios of the corporate.

Simplifying Competencies

We all have seen a competency dictionary (correction only HR has seen it) and top management throwing all important terms at each other and specially the bosses throwing them at subordinates regarding the same. Competencies come in all shapes and sizes and once seen as panacea of the HR and business problems, competency words and definitions will have to start talking plain English of business and layman language. Hopefully then competencies will become useful for the corporate and ordinary mortal employees. Competencies will have to talk to solve business problems instead of remaining a dictionary of complicated words. On second thoughts why not throw the whole thing out and work with solving business problems through something Marc Effron calls  Success Factors (you can check these out on www.talentstrategygroup.com)

Identifying Talent
 
Do we know your top talent? Is it deployed in the right place and is it growing? These questions will be asked more often by board in all the 4 quarters of this year. It will be imperative for us to identify, deploy and retain talent.
 

Distinguishing Talent

Are we treating talent as we treat others? Are we afraid to stand up for it and slaughter some holy cows of parity and democratization of performance and compensation. We will have to give managers sharp tools to identify Talent rightly, have the guts to share the message with the rest of the team and deal with human anxiety of the rest of the team to give edge to performance in the organisation.

Leadership Skilling

We will have to hone and sculpt leaders from identified  Talent. We will have to invest time and money into future rather than today (today is doomed anyway and nothing much is happening) in 2013r. We are seeing some early cautious optimism in the economy before it revvs itself into frenzy (in the coming years), we should be ready with the right Talent to take risks with it and ride the trough once again.

Here is wishing you a Talented year ahead!!

People want to change. If only.....!!

Everyone wants to progress, wants to be better and if one wants to be better, then logically one wants to change to become better. All rational human beings change if they see the reason and benefit in it. Simon Sinek in his path breaking discovery has shared with us the secret of world class marketing and it a single word “Why”, if we share “Why” with people, they are willing to listen and ultimately change.

In the past one year, the organisations I have touched more or less do not want to spend time on sharing the reason or “Why” of change, but are more than willing to spend million of rupees on deciding “What” to change and “How” to change. They want to share the new direction, strategy and plans with people and expect them to follow the same quickly, often wondering as to why others can not see the reason for change as clearly as they can. We miss the point, as management we have spent countless days to look at scenarios, mull them in our heads over and over, looked at various perspectives, spent may be 2-3 months to arrive at that crisp 1 pager explaining the strategy and plan. We are clear and our mind fails to believe that others can not see what we are able to see, ‘it is not possible’ we think and yet others are not able to see things the way we are seeing, it is all very ‘perplexing’ is  what we think. We fail to communicate the “Why”, the more we want to explain “What” the more people want to know the “Why”, the forces are acting against one another and since we are “in” the situation, we fail to see “Why”.

I have experienced the magic of people willing to walk the hard path with you provided you make them your partner in the hard path (and explain the “Why”). Please do not pretend that you are leading  but  walk shoulder to shoulder with them.

Often management  does not explain the “Why” of change and expect people to walk along, they will, but the minute something catches their fancy or they find the path Hard, they will slip and walk off. Most of us in top management think it is a waste of time to align people to the “Why”, we think it is the job of management to think and provide direction and job of employees to follow. We can not be farther from reality, employees are rationale beings, explaining your rationale helps people appreciate your point of view and once they see what you see, they understand and then they trust. Once trust builds, one can move mountains, literally.

Next time you want to start that change effort in your company, start with the “Why” and be amazed with how quickly things gain momentum.

Business & Talent Strategy

How come you have the best consultants in the world working on your business strategy and mediocre ones implementing it ? There is something incredibly wrong here, you put the best brain to create a super product and let mediocre talent ruin it, I am sure you have thought through the last detail of the strategy while you go out with that hot product. The talent question begs the best answer in the world but we repeatedly give mediocre ones.

Why are your best brains not working on creating your talent strategy, we hear the chant 'people are our greatest assets' over and over, and we see ourselves failing on doing the best for the talent strategy over and over. The best brains are reserved for numbers and not people.

If we want a differentiated business strategy, we have to start with the people who are going to implement it. We have to create business differentiation through our talent strategy. We have to make talent strategy as relevant as our business strategy, give it the same time in the board room as the business strategy, give it the same analytical and multidimensional approach as we give to our business strategy, put our best people behind it to create the superlative, non replicable competitive edge.

Otherwise the best business strategy will remain the best business strategy of the boardroom.

What can an Year teach you

What can an year teach you, well a lot, if you do not get your ego into it.

It can teach you to listen once again, it can teach you the value of customer centricity, it teaches you to be humble ( in punjabi they say, ' hor vee neevan ho fakira'),it teaches you to take relationships deeper, it teaches you trust and mistrust, it teaches you to believe in luck and serendipity, it teaches you to be patient, it teaches you love once again, it teaches you pain, it teaches you disappointment, it teaches  you self belief, it teaches you to be your own person, it teaches you righteousness, it teaches you to master your game, it teaches you to be in the game; you got to learn to play it all over, it teaches you that bread is sweeter when earned with your two hands and your mind power, it teaches you the joy of creation and putting your signatures on your pieces, it teaches you confidence, it teaches you courage, it puts you back in touch with you, it teaches you to look I the eye of the world and stare back, it teaches you to be scared and bold at the same time, it teaches you anguish and frustration, it teaches you dependence and independent in he same breath, it teaches you depth and sincerity, it teaches you to be honest with yourself, it teaches you the value of time and money lest you forgot it, it teaches you that everything is transient yet everlasting.

An year teaches you many things provided you are ready to listen and hungry. An year can teach you the value of nothing and everything, an year teaches you to be grateful, it teaches you that the life boats ate useless if you want to swim in the ocean but are necessary to carry because they keep you at peace, an year teaches you to take things lightly and move on, an year teaches you to be yourself no matter what. An year teaches you to relish it. And what it has given you, it teaches you to understand others as you have never done before, it teaches you the reason for being in the team and yet standing alone, it teaches you to be smart and assertive, it teaches you that angst is useless and patience is priceless, it teaches you that you are here for a certain time and time is fair to all, it teaches you to be on the lookout for opportunity and fall, it teaches you to be devoted yet a rock.
 

An year can teach you that it can go very fast while seeming to be very long,  it can teach you to bring yourself to closure, it can teach you to open yourself to things you never thought are possible. It can teach you that emotions rule humans and business is personal at the end of the day whatever one may say.

 

Talent Retetion - Hard work for Bosses

One of the most important skills a business manager had to learn in the first decade of 2000 was Retention of employees. This skill was not too much prevalent in India till the year 2000. People stayed in jobs for decades in all the three sectors; Govt. , public and private. Though the lifelong employment contracts were not prevalent in their entirety, employees still stayed for a reasonable long period of time in a job, 3 – 5 years was the generally acceptable norm in the private sector.

All this changed as the various industrial sectors were deregulated and opened up. Movement of talent across industry became a norm. If you were still in traditional sectors of manufacturing / FMCG and had not hopped on to the bandwagon of IT, telecom, financial services, Banking, BPO or insurance, you were considered fuddy-duddy and not the ‘in’ crowd. You seem to be still content with your 10-15 % salary increases every year and marginal bonuses with missing stock plans. The new sectors lured you with bumped up fixed salaries, huge variable and wealth creation options of stock plans. Campus recruitment changed its flavour with the new sectors dominating the first day hiring in B schools instead of the traditional FMCG. It became impossible to contain the move of bright talent into the new sectors. Few who were successful to retain their teams did it more because of personal style and less of organisational support.

This blog entry is related to the efforts of managers who still went out and did their best to retain their team while their hands were tied behind their backs. I wanted to touch upon such skills and tactics, these I learnt from my street smart business managers, I can vouch for this that together we contained the exodus at many levels by as much as 60-70%. The trick lies in team work between HR and Line, yes that is the simple secret of retaining your talent. Most of the times HR & Line are wanting to prove their own hypothesis and opinions about; the company, individual concerned, boss concerned, HR deptt, HR policies, compensation  and culture. The agendas involved are more personal than organisational. You truly have to rise above to keep the organisation purpose in mind and it is difficult. You have to curb your ego a lot in this kind of effort.

Let us start with the beginning, the employee comes to her manager and says she would like to thank the organisation for all that it has done for her but sees that the stint has borne fruit and would like to move to better opportunity. She talks about the great time she has had here and all the things she has learnt, she evades the topic of “why” is she leaving. She talks about the date of relieving and handing over. The manager in most cases is stunned as this is a surprise item for her and she has not seen this coming (pause, has this happened to you?, what was the state of your relationship with her?). The first reaction is anger, how can she do this to me, this is not acceptable, I have loads of work on my head and this is not right. She is unfair to me, coming like this and dropping this bomb on me. I would not let her go, simultaneously a lot of thoughts are running, how will this affect other team members, what will HR say, what will my boss say, what will my colleagues say.  Let me try to talk to her, who should I inform first, has she already told some of her colleagues, how will we manage the situation, is the information out, where is she going, how much is she getting there.  As you are going through these thoughts, you also start thinking about, what could have triggered this, has some of my comments, behaviour in the past led to this. What has gone wrong? 

Let us be honest, your first thoughts are not about her or the loss to the organisation, work, they are about saving yourself first. Your amygdale has kicked in and you do not even know yet, fight or flight reactions take over and cloud your judgement, you have lost your peace for the time being. You are reacting to the situation. You may lose your cool since there are 3 deadlines looming over and she is the one who is to deliver on these. You are seething inside because of the betrayal but you can not show it.

Here are some tips to handle this situation:

•  Take a deep breath and think about it as a normal day to day situation
• Do not let the frustration and anxiety come to your face
• Be aware of what is happening to you and get into the mode of responding logically instead of emotionally
•  Think of the last emotional conversation you had with the person and the triggers she had mentioned to you about keeping her unhappy (we will have to build on these to retain her)
• Buy out sometime to think through this, do not accept the resignation immediately even on mail. Write back to her that we have to think through this and you would not like to respond on the same.
•  Inform your HR colleague and your Boss immediately
• Start thinking of the Plan B for this critical resource while you start getting ready to retain her.
• Set up a face to face meeting after thinking through both the emotional and rational factors of retaining her with you.

·         Discuss your strategy with your Boss before meeting the employee

• Set up a meeting where you are in control and not the subordinate
• Discussions in the meeting:
• Let her open up and speak her mind to you. She will generally be deflecting the real topic of exit.
• Gently keep on probing till you understand the core of the issue.
• Once you have understood the real reason of dissatisfaction, ask what will it take to keep her in the company/ hold her back.
• Generate 2-3 alternatives
• Get ready for another round of discussions
• Set up meeting with upto 2 levels higher to retain

·    Retaining this talent is far easier than hiring a fresh one and training her to deliver what the current incumbent is delivering.

Once she has said yes to being in the organisation, a lot of damage has to be contained, between both of you, you have to think through all the answers both of you will be providing the eco-system around you. You will have to have answers for your subordinates, other colleagues as to how have you held her back since the curiosity will lead to a lot of rumours and aspersions. Find a proactive way to contain it.

Retaining Talent is hard work, real emotional and rational drain. Sometimes you will feel that it is a waste of an effort and why should you spend so much time in retaining this person and thought of giving up in between will cross your mind. Banish these thoughts and keep at it, when the talent is retained the fruits of labour are very sweet indeed.  You would have built a stronger relationship with the person in the process. You have saved a lot of cost for the company and improved its productivity.

Amen!