Some times it so happens that senior leaders are too busy in their core work that they don't find time to take interviews specially when it's for entry level GETs. The issues are that taking interviews are neither linked to their KRAs and nor there is monetary incentive for it. Hence no motivation for senior leaders to travel distance to take interviews. So how to address this challenge.
From India, undefined
From India, undefined
Your company must set up a standard policy on interviews for jobs.
Entry level candidates- concerned manager,HR and one independent manager from other department.
Higher level-senior manager from concerned department,HR manager and one more person.
Senior people will be aware that intake of right employee directly affects them.
So it is related to their KRA after all human capital makes the difference.
For entry level,it is probably not necessary for the top level to get involved in my opinion.
From India, Pune
3124Entry level candidates- concerned manager,HR and one independent manager from other department.
Higher level-senior manager from concerned department,HR manager and one more person.
Senior people will be aware that intake of right employee directly affects them.
So it is related to their KRA after all human capital makes the difference.
For entry level,it is probably not necessary for the top level to get involved in my opinion.
From India, Pune
If a leader does not take interview, or not have enough time to select the right candidate, then he/she doesn't have any right to scold or complain the Jobseeker after joining. Because at interview time, we judge an interviewer by our own perception and every person has their own perception.
From India, Gurgaon
From India, Gurgaon
Dear Deep,
The major difference between a leader and non-leader is that leaders are self-motivated. They do not need any external factor to motivate them.
Your problem is that you do not have proper leader. Fix this root cause first. Other things will follow.
Thanks,
Dinesh Divekar
From India, Bangalore
The major difference between a leader and non-leader is that leaders are self-motivated. They do not need any external factor to motivate them.
Your problem is that you do not have proper leader. Fix this root cause first. Other things will follow.
Thanks,
Dinesh Divekar
From India, Bangalore
""Your problem is that you do not have proper leader. Fix this root cause first. Other things will follow.
""
Fully agree with this statement. If they had a leader they would need no motivation to do what is right for the organisation.
Actually the query should have been how to motivate senior managers to take interviews.
There is vast difference between managers and leaders(off course some similarities also)
From India, Pune
""
Fully agree with this statement. If they had a leader they would need no motivation to do what is right for the organisation.
Actually the query should have been how to motivate senior managers to take interviews.
There is vast difference between managers and leaders(off course some similarities also)
From India, Pune
I was thinking of somehow branding the interview process as in people should feel proud and boast that they are "the chosen few" who take interviews for the organization. How's the thought and suggestions in this regards are also welcome.
From India, undefined
From India, undefined
Dear Deep,
It appears that in your company primary and secondary duties are not well-defined. Generally Managers/HODs are expected to spend 80% of their time in primary duties and 20% in secondary duties. 20% roughly works out of one working day per week. You issue circular to this effect.
Secondly, the managers do not feel pride in selecting GETs. This could be because they might not have affiliation towards organisation. I am told that when Google takes someone on board, they generally have 5-round selection process. Managers or other seniors nominate themselves for the interviews. Therefore, selection may take place in Asian continent, however, interviewer may nominate from Europe or US. Their voluntary nomination speaks volumes. Interviewers volunteer to nominate because Google places great premium on the building company's culture. Whether the candidate is fit to be Googler or not? They give more importance to this factor than anything else.
I recommend you sensitizing your senior management personnel in role of recruitment in building organisation's culture. You have asked for their motivation because they are not understood the gravity behind it. Selection of misfit candidates spells disaster for the company. Possibly they may leave on their own or they may be told to go but they leave their legacy behind and this legacy pollutes the organisation's culture.
One of the ways to to sensitize the managers on seriousness of recruitment is to train them on "Interview Handling Skills". If you are interested in training them then feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
It appears that in your company primary and secondary duties are not well-defined. Generally Managers/HODs are expected to spend 80% of their time in primary duties and 20% in secondary duties. 20% roughly works out of one working day per week. You issue circular to this effect.
Secondly, the managers do not feel pride in selecting GETs. This could be because they might not have affiliation towards organisation. I am told that when Google takes someone on board, they generally have 5-round selection process. Managers or other seniors nominate themselves for the interviews. Therefore, selection may take place in Asian continent, however, interviewer may nominate from Europe or US. Their voluntary nomination speaks volumes. Interviewers volunteer to nominate because Google places great premium on the building company's culture. Whether the candidate is fit to be Googler or not? They give more importance to this factor than anything else.
I recommend you sensitizing your senior management personnel in role of recruitment in building organisation's culture. You have asked for their motivation because they are not understood the gravity behind it. Selection of misfit candidates spells disaster for the company. Possibly they may leave on their own or they may be told to go but they leave their legacy behind and this legacy pollutes the organisation's culture.
One of the ways to to sensitize the managers on seriousness of recruitment is to train them on "Interview Handling Skills". If you are interested in training them then feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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