A page
from .......www.IndiaRecruiter.net
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Six
Sigma
Dear HR Manager / Headhunter /
Recruitment Consultant :
When a job-seeker submits resume on this website, it automatically - and instantly - gets converted into several graphical profiles, which we like to call " THE RESUME ANALYTIC ". These graphs are generated by plotting,
As the database grows, these graphs will
tend to become the familiar bell - shaped curve, popularly known as the
Normal Curve, where the mean, mode and median all coincide at X = M.
Sigma is the normal variant ( STANDARD DEVIATION ), from the mean and in a NORMAL CURVE , (+ , - ) 1 Sigma = 68 % of the population ( under the curve ). Now, don't expect to find a candidate with a score of > +3 Sigma. They are already working for IBM - Google - Microsoft etc. and not looking for a job- change ! If you do, simply grab. On the other hand, all those scoring higher than +2 Sigma, must be immediately called for an interview. Having mastered the "Art of Interviewing", it is about time, you rationalize your recruitment process by taking help from the " Science of Interviewing ". Normal curve was the logic behind our logo. We love STATISTICS ! -Shubhangi / www.IndiaRecruiter.net -------------------------------------------------------------------------------- |
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THE IMPERFECT SCIENCE OF HIRING
Common
slip-ups focusing on pedigree, going for the familiar, hiring someone with a
low EQ, or with the too much experience for the job
What
is the biggest hiring mistake you have ever made ?
- Stephan kiapproth , Zurich, Switzerland
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Would
you believe that with about 60 years of combined experience, we have made too
many hiring mistakes to name just one ?
It
is true.
Now
many occurred when we were newer at this game, but picking the right people
never gets easy.
Just
last month, we almost blew it twice, saved only by a last minute eureka in both
cases.
Incidentally,
even as we were in the midst of making these almost mistakes, we were
cringing a bit, concerned we were off track.
And
yet we forged ahead, feeling simultaneously hopeful & helpless.
Our
candidates seemed bright and shiny enough, and we were just so tired of interviewing when
there was real work to be done.
Of
course, hiring is real work..
Given
the central importance of your people, it is as fundamental as work gets.
Yet,
too often, we rush heading into its painfully common pitfalls.
Take
our first near-miss last month, when we almost gave into the universal
impulse to hire a person who looked too
good to be true.
There
she was with an Ivy League degree, several technology jobs at companies and
exactly the skills we needed.
Well
dressed, well spoken, charming, eager- the works, even her salary requirement
was in the low range.
But she couldn’t tell us why she hadn’t held a job for last
six months.
“
She plugs our hole perfectly,” we actually said to each other and,
“
Maybe the job market is tighter than we thought. “
Finally,
we were brought to our senses
When
her references, despite repeated requests, would not call us back, forcing us
to remember that anyone who looks good to be
true invariably turns out to have something not-so-good they are trying to
keep you from noticing.
A
related hiring mistake is the rush to
hire a person because he possesses your missing piece – the
Wharton MBA, the way with words, the “prestige” experience.
Back
when one of us ( Jack ) was a new graduate of
the University of Illinois trying to build a plastic
business, he leapt at candidate whose resume listed DuPont.
Some
of those hires turned out fine; other were duds.
In
the end, the “pedigree” they brought to the table was less important than the
entrepreneurial nerve and sales savvy the actually needed.
Flip
the coin and you will find another common hiring slip-up, going for the familiar – same college,
social background, favorite baseball team, and so on.
This dynamic crops up especially in
global hiring, where managers seem irresistibly drawn to hiring the candidate
who literally speaks their language.
Familiarity hiring can work. But too often, once the new employee settles in, you begin to discover the shortcomings you should have dug for earlier but didn’t because you “knew” the candidate. You knew only what he seemed like – you.
Another
mistake is hiring a candidate who has a too
much experience for the job, or more aptly, too little
runway.
It
can feel reassuring to bring abroad a person who has seen it all.
But,
eventually, these individuals can grow bored of seeing it all again, and if
there is no upward route, they become a managerial problem without an easy
solution. You have hired someone into dead end
Finally
a misstep we have both taken is hiring a candidate who is smart and capable
but just too lacking in emotional
intelligence , or EQ, the term popularized by the researcher
Daniel Goleman to describe the combination of self-awareness, realness,
compassion and resilience that helps make people great teammate and leaders.
Luckily,
most people develop EQ as they mature, through work and life experiences,
both good and bad, and many others can be coached to develop latent EQ
within.
But,
occasionally, you bump into a talented and competent candidate, as we did
last month, who is so lacking in the EQ components of humility and
authenticity that you can’t take a chance.
Again,
this young man had a lot of right stuff, but when he started telling us he
had never made a mistake in his life and didn’t expect to, we knew we had
heard enough.
The
happy ending to his story is that we ended up with great people, but we would
have to predict that our hiring travails will never end.
As long as “real work” beckons, time is tight and hope springs eternal, THE SCIENCE OF HIRING WILL BE IMPERFECT. Just like all the people doing it. -------------------------------------------------------------------------------- Source: mint - June 30, 2008 By: Jack and Suzy Welch |
hemen
parekh
Marol
, Mumbai , India
(
M ) +91 - 98,67,55,08,08
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