Are you interviewing right?
The promo of the Netflix series, Suits, has an interesting scene that summarizes the entire premise of the legal drama—the interview in which Mike is hired.
Mike Ross has been expelled from university, narrowly escaped arrest, and earns money through dubious means. However he is blessed with a photographic memory that impresses his boss-to-be, Harvey Specter. Pearson Hardman, the corporate law firm where Harvey is a Senior Partner, is known for only hiring Harvard graduates. Mike on the other hand not only does not have a license to practice law, he is nowhere near graduating with any degree, let alone a degree from Harvard.
In the interview scene, Mike asks Harvey to read a few lines on any page from a legal encyclopedia and proceeds to repeat everything that is written after those lines, verbatim, without even pausing for breath. Impressed by his knowledge, Harvey proceeds to hire Mike as an associate lawyer.
Admittedly, the entire series is a work of fiction, and many of the actions of the lawyers in the various episodes would have got them disbarred for life!
However, from a purely hypothetical point of view: do you think Harvey did the right thing by hiring Mike? What would you have done in that situation?
Why is the interviewing process so important?
Hiring people is probably one of the most important decisions that an organization takes, and can make or break its future.
Consider the costs of training new hires across companies of different sizes.[1]
The smaller the organization, the more it costs to hire—and, ironically, the more crucial it is to get the process right.
In 2022-23, companies collectively spent more than $100 billion on training new and current employees.
All these costs include not just salaries, but also training budgets and associated technology spends. In short, finding the right person is a costly affair, and that alone is enough reason to get it right.
But beyond the tangible costs, there are also the intangible costs of lost productivity. According to a survey, it typically takes managers six months to reach a point where the company can start recovering its investment on them.[2]
Business consultant, Bill Bliss[3] tabulated the loss of productivity across the initial weeks of a new joiner as follows:
This loss of productivity does not appear on your balance sheet, and it applies even to employees promoted within the organization. So it takes around four months for a new employee to actually attain the productivity level s/he is expected to achieve—and is being paid for in full.
Now imagine the catastrophic consequences if you were to find the new recruit is not a suitable fit for the position—after incurring all these expenses.
How we recruit people at Zuci
·????? Pick the right talent pool
We are extremely selective about where we look for candidates. It is not just about going to the top tech institutes or B-schools. We treat each job role distinctly and devise a strategic approach for each one.
·????? Ensure a cultural fit
Beyond skillsets and capabilities, we consider their future integration into the organizational culture and ethos. We function as one cohesive unit with multiple arms, each focusing on an overall goal of perfection and excellence, so it’s essential to preempt potential friction among teams.
·????? Focus on onboarding
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Onboarding at Zuci begins much before an employee shows up. We introduce new joiners to our events and the general Life@Zuci experience so they already are part of the family by the time they actually join. ?
·????? Increase employee engagement
Our HR teams are constantly thinking up new ways to connect with employees not just at fun events and friendly competitions but also through inspirational mindfulness programs and our Happy Minds initiatives.
·????? Provide work-life balance
Last but not least, we strive to nurture our peoples’ hopes and dreams and act as strong enablers of positivity and growth. We promote a culture of learning and encourage our employees to always reach above and beyond.
These simple yet powerful steps can go a long way in ensuring that the new people you hire are not only the right fit for their roles, but also get absorbed into your system faster and attain peak productivity levels a lot quicker.
Finding the right people for your organization is one of most critical decisions you’ll ever make. It is not just about having the right qualifications or skillsets. There has to be a cultural fitment as well as opportunities for new joiners to thrive and flourish.
Ensure that you provide these elements in your recruitment mix, and the results will be more than worth it!
?Photo by Hunters Race on Unsplash
References:
1.???? Based on a study by Training Magazine
2.???? As per a survey by Harvard Business School
3.???? From an article on ERE Media
Readers – A Quick Note:
People management is not just a matter of dry theory; it's about practical insights and actionable strategies. So, if you are curious about leveraging your team's full potential and understanding the true power of people, read my book, People Forever. In this book, I have tried my best to dive into the 'how' and 'why' of team building, employee recognition, and everything in between.
Now available in Amazon and Notion Press!
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