As managers and leaders, one of our most crucial decisions is selecting the right people in our teams. There are decisions to be taken at every stage from initial screening to the final interview stage. Unfortunately, hiring is perceived as a number filling game where we don’t look at candidates as people but as profiles or headcount.
What’s wrong with “headcount”?
Like the words “resources” and “headcount” that have replaced the more humane term “employees” in the corporate workplace, candidates are now called “profiles”. A profile essentially indicates a snapshot of the candidate’s skills, experience, and attributes that help us ascertain a candidate’s suitability, just like resources indicate people with the necessary skills for executing a project.
There’s no problem referring to people as “profiles” or “resources”, so long as they are used in the right context. For instance, when we discuss the suitability of a candidate to an opening while discussing the hiring process, using the word “profile” is appropriate as we are describing the individual. Headcount is fine so long as we are talking about the number of people we need.
However, we tend to forget that we need an individual or a group of people with values and skills that align with the organization’s work culture and business goals. It’s more than just filling a spot, and that’s where the term “headcount” is very limiting.
A whole-brained decision
On the face of it, hiring seems to be a left-brained activity. However when we actually delve deeper, it needs to be a whole-brained activity. Filling a number needs little or no decision skills. Checking whether or not a candidate fits into the required skill set can even be automated. However, deciding whether or not a candidate works for the need and determining whether he is going to add value, involves right-brained thinking.
Hire in haste, repent at leisure
One of the root causes of employee disengagement is lack of long-term alignment of the employee’s skills with the company’s business goals and strategy. Note that we’re talking about goals and not targets. The tendency is to hire people for a project or an immediate business need, rather than selecting them for a long-term purpose. Hire in haste, repent at leisure. Okay so I have twisted an old proverb, but that is so true today! Headcount, profiles, resources – all these are terms that make sense only in a temporary context.
Idle brain YouTube’s workshop!
We hire engineers and MBA graduates for jobs that don’t really demand more than 10% of their prolific degrees. For instance, I know of companies that hire MBA graduates for market research that actually involves collecting information using Google search. I have also heard of software companies that recruit fresh engineering graduates who expect to get their hands into coding but generally end up monitoring reports or testing small functions. As these tasks aren’t challenging enough to keep the employees on their toes, we find them with plenty of idle time. No wonder there is heavy traffic on YouTube, Amazon, Facebook, and their likes! In the haste to complete hiring, managers also end up hiring “white elephants” who no longer serve any future purpose or requirement within the organization. Yes, we are talking about folks who are “on the bench” long after the project is complete.
Negativity and conflicts
Finding the right talent is never easy. It requires painstaking effort and a huge process of elimination at the time of short-listing. Unfortunately, the compulsion to “close the position” leads to short-listing of candidates by only considering their job skills. Consequently, the hiring manager ends up with “problem employees” who have an “attitude problem” or become “bad apples” in the team. Having such individuals puts unnecessary stress on the manager as they become overheads rather than assets.
Immediate gains, long-term loss
To understand the heavy cost of recruitment and its impact, here’s an interesting article on a survey conducted by Careerbuilder in2013. India alone had 84% companies reporting adverse impact due to bad hiring decisions. The loss isn’t the bottom-line alone. Loss of employee morale, loss of time in training and induction, reduced business opportunities, dwindling sales, and reduced repurchase from existing clients – all these are a result of poor hiring.
A dearth of talented successors
The tendency to be hasty in hiring also leads to lack of succession planning. A majority of players with talent and potential leave when they realize the company does not have a long term growth strategy. That leaves us with people who may or may not fit the bill as future leaders. And so begins yet another unconstructive cycle – bad managers leading to unhappy employees and dissatisfied customers, and so on.
Hiring ‘em right the first time!
So how do we zero on the right people and not just add to the headcount? Over the course of my career, I have had my share of hiring blunders that have helped me improve my ability to identify and select the right people.
Versatility versus virtuosity
What kind of team do you have? Is it a startup team that has been newly formed, or a team that is already well-established with a more or less well-defined roles and responsibilities? A startup team needs versatile players who can work with ambiguity and have the ability to lay down foundations for future teams. More than qualification, you need strong entrepreneurial skills and out-of-the-box thinking. People with experience in working for startup or small scale companies would usually best fit this requirement as they have the ability to deal with the unexpected. Mavericks would do a great job here. However, people with this profile are restless and would need to be provided challenging roles once the team eventually settles down to becoming an established center.
If you have an established team, then you probably need people with the required skills and experience for the job. You also need them to follow instructions and be diligent. Knowing that your team may not expand significantly in the coming years helps you pick up dedicated individuals who feed on job security and are happy being team players.
If you are hiring for a global team with a matrix reporting structure, then communication and collaboration skills are a must. I would any day opt for a strong and persuasive communicator over a highly skilled individual, provided the job does not demand high-end skills.
A job opening is always your need for a problem solver. Look at the job description and try to imagine a person with these qualities. Does it seem like your chosen candidate would be able to solve your problem? Visualize your team working in the office. Can you picture your chosen candidate as one of them? If you cannot, chances are that the person will not fit into the team.
Trust your gut
Intuition is one of the most needed abilities for a hiring manager. Here you have a dream candidate. She has the right skills and the right experience. Except that you are unable to decide. Whether or not you believe, your intuition is trying to tell you something. One of my managers taught me, “When in doubt, reject!” This has always helped me. There are times when I have doubted my gut-feel and felt tempted to close the position. Nine times out of ten, I have hired the wrong people when I did that. Don’t worry about the ageing days or the follow-ups from your recruitment team. Wait for the right person to come along, and no matter what, listen to your intuition!