People are the vital part of any organization. Bringing them together to form and build a team is the most challenging job that any company would have.

Let’s look at a notional case study here:

Company X wants to hire 10 people, so the manager receives an email from the Organization head to start the hiring process as the budget is approved and provides reason as to why the hiring needs to be done. Here, the requirements are provided in a brief manner and the expectation is to hire the candidate who can fit appropriate to the organization’s culture or get adopted to that very quickly.

With that as a motto, the manager seeks with the HR head to start sourcing for the 10 open positions and just forwards the email that Corporate Head had sent as the evidence for budget approval. The HR head assigns a couple of HR representatives for this process. They ask for the job description and then the manager post collecting further information from the corporate head, takes 2 days to get back with a JD that although not suits exactly the role, but has been added more skills, so they can select candidates that will suit their needs and keep them on pipeline.
One HR representative is deeply busy in sourcing all the resume’s, making calls, understanding the prospective to see if they are the better fitment for the organization. The other HR representative had a planned vacation earlier and had to go for 20 days. So, there is a pressure with one HR rep to source and do the first round of interviews. This was not initially informed to the Operations Manager when the task was given to the HR head. The HR rep sources more than 100 resume’s in 3 days and sends about 50 of them whom he/she thinks they would be the best fitment.

Now, the operations manager asks his team leaders and assistant managers to have a first round of interview and asks them to assess if the prospective can gel well with the team. This becomes a big problem because most of the existing team members (including team leads and assistant managers) work for promotions and they always think that they are the best and no-one else can do the job better than they do. That’s a one way traffic, however, there are ways to enlighten the team members about what they do and what they should look for as a common goal, the organization’s goals need to be top of all other aspects (including individual goals). As the companies grow, bureaucracy becomes the largest hurdle. Hence the culture is very important.

let’s now get back to the above case again, what the manager could’ve done best was to interview the candidate himself instead of relying upon his reportees and other department heads to see if they can identify the best person for his team. Well, such managers won’t be of much use to any organization, because they eventually would start the blame game, stating that “I was not the one, but these guys recommended him to me and I just went with the flow, as I cannot disappoint my team members, you know, they are the biggest asset in my team”. By the time they finalize one candidate it will be more than 30 days and then they need to give them the joining time period. All the way along, the update will go on an email or on a conference call stating that HR team is working on this with the JDs and the manager is very much involved in the interviewing process, while giving his team members training on the recruitment process.

So, the culture in the organization needs to be instilled in such a way that all this process is shown somewhere, the status of each activity is highlighted and the task completion process is reported in a timely manner and the coverage of all candidates processed, highlighting which resume’s were considered complete for first round of interview and then how many were selected to the second round of operations interview, while satisfying the top skillsets required by the relevant team, and how did they do in order to get selected for the next round, and finally what the manager decided on the ten candidates that suits best to work for ‘him’ in the organization.
Now the process is so delayed that the events are not timely informed and there are already a few candidates in the pipeline. Later, the organization head sends another email that they have budget to recruit only five, as they just got a hiring freeze and he still managed to get the 5 approvals done. There arises a dilemma as to how to choose the best out of whatever chosen. More time is spent here and now the politics would work super, to show who is powerful than the other. When the manager doesn’t decide on his own and relies on his team members for this, there sure, he will have to listen to his ‘best’ chosen team members for this process. This would suddenly turn out to be personal interest rather than for the interest of the organization.

All that happened. Post a few days, they find out that three candidates were more interested on money and they choose another larger company to go and work for. When they leave and the manager informs this to corporate head, he says that there is no budget for this and he can only approve for refilling only one position instead of three. Again the interview process happens and the candidate is recruited and hired in couple of months. The biggest problem here is there are only three people who would need to work the job of 10. While in many organizations, this may be common and is expected, in the above case, it happened due to lack of culture and a proper HR process in place to recruit the best.

If the same would’ve been tracked throughout, the corporate head would always be abreast on the stuff happening online and can ask relevant questions therewith, instead of relying on emails that are not sent on regular intervals or the updates that are given during a fortnight once calls.

Ownership is a big thing as to here, a joint collaboration of the relevant teams like operations and HR was very important and the managers were responsible for hiring the best that aligned to the culture of the organization.