Ganesh Subramanian talks of the current problems in recruitment strategies of companies and gives solutions for improvement. A must read for all HR professionals
Come the recruitment season, every year we see HRs of companies doing their best to bring talent on-board by various means – be it through conducting walk-ins, be it visiting campuses for hiring or through job portals or consultant tie-ups. They leave no stone unturned in enriching the talent pool of their company and striving to achieve the senior management’s mandate of a target headcount by the end of the year.
There is no doubt that the HRs head to some of the best technical and management schools in the country where they find the brightest minds on display, the crème-de-la-crème. While all this give an impression that they are able to successfully fulfil the talent requirements of the company, the picture is far from rosy. Grappling with attrition, misfit in roles and a host of other problems, HRs are left complaining about talent crunch at the end of the day. Recruitment is done in bulk and still there is a talent crunch. Why this paradox? Is there a way out?
Some of the companies accredit technical colleges and B-schools where they go for campus recruitment every year. While this is a win-win situation with the B-school/technical college having the chosen company visit their campus every year, the company also has access to the best of the talent. However, this policy also has a small inherent flaw in itself.
By restricting the number of institutions that they hire from, companies lose out on unspotted talents untouched by opportunities. The only fault of the student from such colleges is that their institution is not accredited by some company for campus recruitment. While this does not call for companies to change their approach radically, they must be flexible enough with their hiring options.
The bottomline is if you input garbage, you get back garbage.
The other reason for the talent crunch is the way in which personal interviews are conducted by companies. Rather than trying to find out the strengths of the candidate and then see how it fits companies requirements, interviews turn out to be one on one (or many to one, as the case may be) gibberish encountered in online chat rooms. Armed as if by rote learning with outdated and irrelevant questions, interviews have the eventual effect of leaving candidates frustrated who wonder how such seemingly stupid questions are relevant to the job position for which they are being interviewed. The bottomline is if you input garbage, you get back garbage.
I will close this discussion with a couple of interesting incidences which I learnt from my friends. In one case, a talented candidate attended an interview for a mid-level role in a reputed company. After having successfully cleared the interview and being orally informed that he is being selected for that role, this person much to his dismay found that his job offer was later rejected only because his institution from where he studied was closed down. This person had to be at the receiving end for no fault of his.
How can the knowledge and experience accumulated over the years vanish in an instant just because a person’s almamater no longer exists? In another case, a person was selected for an entry level position in a support function department in a company. After a week into the job, this person was asked to quit the job by his boss for the silliest reasons ever heard. The person does not have a smiling face according to some employees.
The boss said that the person’s performance was not matching expectations and the person’s ambitions will not help him do this job effectively. What more? The boss went on to play God saying that he can easily identify whether the person will be effective or not in a job in just 7 days. Heights of stupidity and baseless arrogance! Finally, this employee was also forced to resign without having a chance to even explain himself.
After learning about these incidents, the clarion call is loud and clear. It is time for the human resource function to take a call. They can either take the lead and be proactive in tackling talent crunch or continue doing the run-of-the-mill routine job and keep complaining.