Recently a social media has invited articles on “How I Hire” from eminent leaders and authors. So, a spate of articles surfaced on this platform. Lot of good ideas and counsel has been shared on how to hire best in class or best fit. Jack Welch, former chairman and CEO of GE sees the best potential in those having what he has termed as “Generosity Genes”, apart from other qualities.
After studying above articles, 2 things crossed my mind:
Let us dwell on these 2 points more.
Brainy ideas are Best only when most can interpret and implement!
If one surfs for above or any other topic on net, she (no gender bias) would find plentiful of ideas and details. I am not sure whether readers can really decipher what is best for them. I see, on the other hand, plentiful of confusion and illusion! Lot of ideas and illustrations, coined as “out of box”, are actually “old medicine in a new wrapper”!! Then, what is good or great for one is bad for another.
We need to follow one simple and universal rule – the Best is one which most can relate, interpret and implement! Please note the emphasis on “can”!! Most can do everything; but what they actually don’t do is to implement and hence this emphasis.
Relevance of middle order!
Hiring the best among a lot being interviewed is really no great deal! Best would always stand out and be visible. Yes, if you are lucky to shortlist more than one, then your challenge would be to take a right call for who you eventually select.
Notwithstanding the above, more leaders and authors talk about how to hire the best. Efforts to hire only the best defeat the purpose of an organization’s success. A group of Best cannot deliver the Best; a good blend does! It has been witnessed time and again that presence of many bests together can only create chaos and confusion. Those organizations are immensely successful, who push for well woven team at middle level led by an able captain!
This means a paradigm shift to how to hire “dependable medium capability employees” in a bigger number, who form the backbone of an organization.
Characteristics of hiring manager determine those of hired!
Are you surprised at this? It is a bitter truth day-in and day-out! An autocratic hiring manager would love aggressive and dominating candidates. A democratic type of manager can never settle for autocratic or dogmatic individual.
It is another universal rule that “Traits of an individual deeply influence outcome of the task in hand!”
To overcome limitations from traits of a hiring manager, it is best to form a panel of 2 or more interviewers. Time and again, I have come to same conclusion that an organization needs a really competent and smart HR manager. It is HR, who should have the ability to select/recommend a good mix of traits in the interview panel to get great results.
Another important aspect is coaching of hiring managers on how to hire and banish their biases, when they sit on decision for someone’s career/fate!
Flatter and flirt with many; finally only few matter!
It is a constant obsession that we vie for many; but don’t know what to do with those. In the same vein, talk of selecting a leader, leaders and writers would come out with 9 to 49 qualities to be considered! What to make out of those; none has good answer!!
So, forget flocking for many; keep it simple – just few, which are mother for most (qualities or characteristics)! Here below are just 4 qualities to look for, once you have established that a candidate is technically competent, to make your hiring most effective.
This quality leads to:
Just 4 questions could seal your selection!
You need to focus on 4 key or killer questions, once you have understood the background of candidate in her language and reasons for seeking to get hired:
So, it is surely safe to be with S.A.F.E. – 4 qualities and 4 questions!