Hiring the right employee hasnever been an easy task. Human resources (HR)professionals look for tenacity, talent and enthusiasmin a candidate.Finding the right people for the job fuels the work culture and the success of an organisation.
We at Tata Motors have a set of behavioursthat we look out for in a new recruit. It’s not so much about the functional and technical understandingof the candidatebecause that’s alreadybeentested enough. We look largely at people who havetheenthusiasm,thewill,thetenacityandthe deep desire to succeed.Mostly, aHR professional judge people on the basis of how peoplebehaveinalarger ecosystem.This means that an employee should think beyond “today” and factor in the “long term”in his perspective.
Training is another aspect and is the critical part of hiring, but I like to call it education. It is not necessary that the person istheright fit for a job if he/she has the requisite functional knowledge of the role.Thebest candidate is that individual who is inclined to work with others. Employee should have an attitude of working, supporting and networking with other teammates as well.They shouldbe able toreach out to people.For instance, a salesman should be aware that consumersare not looking just at the price.For them it is not just a product it is something that excite them in their lives. So people working on sales should be able to tap their feelings by connectingwiththem, make them excited about the product and the service we sell.
Sometimes, anagileand leanteam is better than a big team. Startups and small businesseshave this advantage over large enterprises. Startups have their own ecosystem. They are not just lean and agile, they are also very flexible.This becomes,in large and highly spread and highly distributed companieslike ours,very challenging to do.At the end of the day, I think it’s the people who deliver results and, therefore, it’s important that people take the ownership.Thiscomes naturally to startups and small businesses -– they give a sense of ownership and pride to their people because the founderisable to reach out to every individual in the company on real time basis.
There is this conception in society that organisationsseek youngerpeoplefor hiring, which in my opinion is not true at all.Most organisations are lookingforthe right mix of talent, irrespective of the age.In fact, organisations,whether they aresmall or large,require the right mix of the young and the old.For an organisationneedsexperience and exposureas well–otherwise onedoesn’t know whatwouldhappen whenoneputsone'sstrategy on the ground;thestrategy could be grounded.Even the startups just don’t hirepeople who are only in their 20s.They also hire people in their 30s and 40s.
Another interestingthingthat is happening is the phenomenon of ‘slicing and dicing’ the work – instead of one full-timeworker, HR teamhirestwopart-timers.This is what is fuelling thegig economy.Part-timersbringin particular setsof skillsto complete a task, making it an effective bargain.
Although technology is heralded a game changer when it comes to HR practices, if you ask me, one canget as much technology asonewants, butunless there is equal and higher human touch,onewill not succeed –one cannotprovide the experience that the employees look forward to.