Hiring Without Firing

Submitted by: Group 2

Ankit Jaiswal
Abhilash Sanap
Anupma Naskar
Anjalee Saxena
Nikita Lande
Saurabh Gondane
Shivabalan D.

Summary: A brief overview

Until the 1990s, jobs were uniform and environment was unchanging
making hiring process less complex

With the advent of new organizational forms and dynamism, finding the
right person to fill a job has become difficult

Systematic approach and sound understanding of job requirements is

necessary to improve chances of hiring the right person

Success depends on competencies that are intangible and rarely found

on a persons resume such as flexibility and cross cultural sensitivity

Hitting the hiring bulls-eye

Hiring process has become more complex

Organizational forms are continually being invented and reinvented

Job responsibility changes overnight

In order to reduce hiring error, systematic approach should be followed

to avoid ten hiring traps that company fall into during hiring process

Ten Hiring traps

Reactive Approach

Unrealistic Specification

Evaluating people in absolute terms

Accepting people at face value

Believing references

The just like me bias

Delegation gaffes

Unstructured interviews

Ignoring emotional intelligence

Political pressure

Systematic Hiring Process

It is essential to follow systematic process to avoid hiring traps

Systematic
process
Investing in
the problem
definition

Doing the
homework

Investing in the problem definition

Describes the work a company should do before it even starts looking for candidates.

Positional requirements should be defined such that they must be driven by the
companys strategy

New business ventures would require executives who take high level of initiatives and are
innovative and possess the ability to assemble and lead a winning team

Comprehensive understanding of the job along with list of competencies is

necessary for an employee to do the work sincerely

Identify the positions critical incidents or commonly occurring situations that the new
executive will confront and must be able to master

Job requirements from a lateral point of view is essential to bring to surface the
competencies, and even the personal traits, valued most by co-workers

Job description should start with the level of education and experience. But the heart of job
description is the list of key responsibilities

Behavioural dimension for defining job specifications

Acknowledgement of personal and inter-personal factors required for success

Achieving consensus is an investment that pays long term dividends

Doing the homework

Working on practices that enable an insightful approach to evaluation,
thereby ensuring reliability and successful execution of the process.
High leverage sourcing: Constantly look for people who know strong
candidates and most of the time one can get right fit for the job through
such people
Boundary-less mind set:. A balanced approach is required, wherein we
consider both external and internal prospects of the organization
Structured interviews without external influences should be conducted
for evaluation including critical questions focusing on behaviour.
Reference checking: It helps to probe on accurate information about
the candidate
Conviction: Conviction serves as the best tool for persuasion of
candidates
Insure the risk: through contractual conditions. Clarity always facilitates
smooth integration.

Hiring Framework
Identify companys
strategy

List down competencies

required for the job

Generate a pool of
worthy candidates

Conduct structured
interviews
Recruitment based on motives
and primary fears of the
candidates

Critical Review

Reactive approach may at times prove beneficial like when the

predecessor has been a good performer

The hiring of one person to the capabilities of an entire team may not work well
when other members with complementary skills leave the company

Trying very hard to bag one candidate also makes the firm liable to accepting
steep terms he/she may set, which may hurt the firm in the future

Conduct scenario-based interviews where interviewees are put into the job role
they have applied for, for a limited period of time