Find the right people

Sanjay Arora

Did you know that the most iconic character in Indian cinema, Gabbar Singh, was originally offered to Danny Denzongpa? Let the thought sink in. It is impossible to think of someone other than Amjad Khan as Gabbar Singh. There are many talented actors, but only a few fit the role. Finding the right person for a role is probably the most crucial decision an HR manager has to make.

When I was in school, I read that no three words are as beautiful as saying or hearing “I love you”. Today, after years of professional experience, I can say that “You are hired!” are the most beautiful three words one could hear or say after an interview. Two emotions spring when these words are uttered — delight and apprehension, and you can feel it on both sides. 

The hired candidates are excited because they foresee a growth path in front of them. But on the other side of the desk, the employer is also excited to welcome new ideas and thoughts which would be beneficial in the long run. But as HR managers on recruitment ‘duty’ you have to put tremendous faith in the candidates by betting on them to be a good hire.

Who is the ‘right hire’

But the onus of “right” fitment is completely on the HR manager. However, there is no set formula to assess whether a particular candidate will be “right hire”.  THe term right fit in itself is subjective. Every employer has its own set of parameters when it comes to defining the “right hire”. These parameters could also be termed as the assessment areas on which the potential hire is evaluated. These assessments could be technical and behavioural. Technical acumen is easier to measure and validate. However, behavioural assessment is much more nuanced. 

The airport test

Deciding the cultural fit from behavioural assessment is part science and part instinct. While we spend a lot of effort on finding the best resume for the role and verifying the technical skills, it is only within those few minutes of interview that we make a judgment on the cultural fit of the candidate. Can I place this person in front of my most important stakeholders? How will this person gel with our team?  Would I like to have a cup of coffee with this person? Management consultants often refer to this assessment as “the airport test” and it’s a simple question they ask themselves: if I was stuck in an airport with this person for three hours, would I be excited about that? 

All of these decisions are made in a very small window of interaction during the interview. Most employers and candidate take these decisions by gut instinct, or, God forbid, don’t think of them at all. 

We have seen that successful hiring managers give equal importance to technical acumen and cultural fitment. In addition to a technical questionnaire, they also make a list of important behavioural aspects that should be evaluated. So, the next time you start an interview process, make a separate list of behavioural fitment pointers you are looking for in the candidates.

Rely on a recruitment manager

While the hiring manager assesses the technical and behavioural skills required for the role, the role of a recruitment manager is also very important. The recruitment manager is responsible for sourcing the right candidate as well as ensuring a smooth recruitment journey for all stakeholders, addressing their risks and apprehensions on the way. 

This ranges from negotiating the terms of compensation & benefits, communicating the career progression path to the candidate, estimating the candidates’expected longevity in the role, and fitment in the organisation structure.

In conclusion, there are multiple important considerations in the hiring process. While the hiring manager oversees the most critical assessments — technical and behavioural, the recruitment manager must ensure the overall organisational fitment. The best candidates may not be the most talented ones, but the ones who are the right fit for the role. Ask yourself, are you looking for Sachin Tendulkar the batsman or Sachin Tendulkar the captain? 

— The writer is Chief Mentor and CEO at Maven

Hiring woes

According to a new CareerBuilder survey, companies lost an average of $14,900 on every bad hire in the last year, and it’s a common mistake. Nearly three in four employers (74 per cent) say they did not get the “right hire” for the job. But the term “right hire” seems to be vast and vague.