When someone just joins your organisation, get their first impression of their experience within a few days of joining. Then, after you run them through the standard tour and the paces, and get another view within a month or two. See if there is a significant drop in the ‘illusion’. And if so, why. Learn the difference between what an outsider sees, and what the outsider sees, when he or she gets inside.
It’s one thing to think your company is great. Quite another thing to ask someone who has left one to join your company. Great learning in the newcomer’s view of your company.
‘Kupamanduka’ is Sanskrit for ‘frog in the well’.
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A lot of companies face problems from time to time. Let’s focus on problems that are controllable, i.e., outside of those to do with a declining economy, financial meltdowns, etc. In such situations, many business leaders have had to address shareholder concerns. And many of them justify the situation as ‘witnessing fierce competition’, or something to that effect.
Truth is, the reason is never competition. It often means that the company and its employees are just further away than usual at that point, in knowing their customer needs. And therefore, further away from offering them something relevant.
Competition or its fierceness, is just an incidental side-effect of it.
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One of the early screening processes to make it to the defense forces, is that of physical fitness. It is one of the more fundamental requirements of the job. Of course, subsequently, those who make the cut are broken down and rebuilt to be stronger, both mentally and physically.
In the corporate battlefield, potential candidates are put through interview boot camps which are at best, spread over a few days. But are these processes measuring the fundamental requirements you need from the candidate? Skill, while ever-changing, can still be taught. But what are more long-term character traits you’d want your next hire to have?
Once you’ve identified those traits, what if you took the hiring process and turned it on its head?
What if you then shortlisted applications based on simple initial screening criteria, and on gut feel? And then, have them come and work with your team for a week or two, or more. At the end of the period, both parties can decide where to take things from there.
One of the bigger concerns might be the transition and uncertainty, especially for people already in jobs.
Compensation is the easy bit. Even an approximate pro-rata salary-type compensation given to the candidate if rejected, would be far cheaper than the cost of hiring a wrong candidate.
From the point of view of ‘interaction time’, interviews, case-studies and other hiring processes can only be so effective. In comparison, working on a live project, albeit factoring in necessary confidentiality, might be a better way to assess a candidate. To assess traits like integrity and mettle, among other important qualities, which go far beyond a quick and temporary display of skills at an interview. The little I’ve watched of the mentally disturbing Big Brother and Big Boss, it is evident what a short amount of time spent in the same reference (a common project, not an interview) can reveal.
These are times when many MBA students and even experienced professionals focus more on being interview-ready, rather than on cultivating a curious mind. And it is partly because of the illusion of limited time.
Instead of hiring people to work, having people work to be hired might be a better way to build a team that is more suited for one’s company in the medium-to-long term.
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