Who’s who in the Zoo

A new employee into an organization is just like a person getting stranded in the woods. S/he doesn't know where to go, who to meet, what to do, which path to follow, what is expected out of him, etc. after the joining formalities are completed.

Most of the companies have designed an induction and onboarding program to acclimatise the new joiners which is a good strategy to introduce the new joiners into the fold of the company's policies, practices and somewhat into the new culture. However cultural assimilation happens over a period of time.

All this really helps the new joiner, but is s/he becomes empowered and be a 'know it all'..!

It becomes imperative for an organization to do a reality check and assess the effectiveness of the induction process the new joiner has undergone. Some of the good practices organizations adopt is to do periodic surveys to gauge the feedback for the objective to improve the process continuously.

Designing an induction program in itself requires some serious time to it. A robust induction program can be designed with the required information. All key business leaders and key business functions should get introduced to the new joiners which will enable the new employees to understand the organisation fully. 

Any induction should be considered successful when the new joiner is independently traversing through the new organization without much help from peers, colleagues or queries.

It's important for the HR team to share all the important contacts with the new joiner who s/he has to meet, coordinate, and seek support.

Strategy for onboarding and induction should be well developed based on the simple principle of what all I would need to know if I join a company afresh. Once HR designs programs after wearing the hat of a new employees the corresponding effectiveness will be impactful and new joiners would know well who’s who in the Zoo..

S.O.S. - Science of Selection

All of us would have certainly used a pen in our life. We hardly would have noticed that we go to a shop to buy a pen, which is costing as low as five rupees, we check that pen in many ways. We try to scribble something on a piece of paper, we feel the grip of the pen and see its color matching to our personality, etc. 

This is a selection of a Pen worth just five rupees and imagine all the selection criteria are applied on a simple pen - the color, grip, fluency in ink, the writing flow, etc. 

That's exactly what a company does while hiring a candidate. A candidate is evaluated on several factors such as, knowledge, skills, attitude.   

A job seeker is referred by different names: candidate, job aspirant, an applicant but they are the same and they have only one goal.. to get their dream job. 

Factually, finding a job is easier but finding "a job" that someone "wants willingly" may be challenging. This depends on the difference in expectations. A job seeker can be anyone from any academic background, any level of professional experience or even a college pass-out. 

Finding a relevant job is as important for a job seeker as it is for the company hiring the best suitable candidate. I believe that getting hired is a process of creating good balance in expectations, skills, attitude and knowledge of a candidate. 

This is perceived the Candidate, the Recruiter, and the Hiring Manager like an equilateral triangle (= an equilateral triangle in which all the sides are equally placed at an equal angle).  

The job seeker has a few expectations: getting a job that is suitable to her/his background and capability,  good work culture, good work culture and professional organization. 00000

Hiring Manager has different parameters to look at. S/he looks for job fitment, future growth, interpersonal fitment and succession. Role of HR is crucial in this "match-making". 

HR (read a Recruiter) is the first point of contact for a job aspirant. This candidate relies on whatever the HR mentions and commits. This HR is the one who is selling a dream in the form of a job to the aspirant. The HR talks about the Company's USP (Unique Selling Proposition) and the job description to attract the best talent. The aspirant tries sync the job with her/his dreams. The aspirant tries to figure out how her/his dreams will come true if s/he gets the job.

All the stakeholders put their best foot forward, the candidate's background is verified, while the candidate reads the reviews of the company on the web..! Sounds like a marriage alliance being worked out..! :)

A recruiter usually skims a resume before s/he reading ahead. Therefore it becomes important for the job seeker to structure her/his resume where important points are must be mentioned preferably in the first half of the resume. 

A resume is just like a 'brochure' where the salient features are mentioned for a product (job aspirant). It becomes important for the aspirant to design her/his brochure/resume in a way that it attracts the attention of a recruiter and also passes through the automated screening.

With the advancement of technology, there is a plethora of tools available to add value and reduce process time for hiring. Many of these tools are now equipped with AI which helps the recruiter find the best possible match from the numerous applications/resumes received. That's where it becomes important for a candidate to understand the usage of the technology and supplement their resume with appropriate (ATS friendly) keywords.

There are several platforms- social media, professional networking sites, job boards that help a candidate to find a job of her/his choice. To fast-track the job search one of the approaches can be: try to find out the recruiter/consultant who has posted the job, professionally connect with her/him on a professional networking platform like LinkedIn. Send a summarised profile in the request to network. This way, a candidate increases her/his chances of getting a direct response from the recruiter and that might open the opportunity for an interview.

In my view HR is the job of a Sales - S/he plays a role of 'dream seller' to the job aspirant, further s/he sells his ideas/thoughts to stakeholders to implement HR interventions, negotiation, persuasion, conflict management, etc. 

A candidate must remember her/his USP, be grounded and smart to respond in the interview. One of the key factors for selection of a candidate is her/his attitude. 

Remember, a candidate with a good and positive attitude can fill the gap in her/his skills, develop new competencies.

- Thoughts from Kumar Archit, HR Practitioner

http://linkedin.com/in/kumararchit

Case for hiring a CTO for a Startup (at the seeding stage)

 

Hiring of Chief Technology Officer (CTO) for a IIOT Startup 

(IIOT is Industrial IOT or Emerging Technologies or Industry 4.0)

Background

An Indian business house which is also a market leader (₹4000 Cr+ (~$500 m)) in its respective product offerings conceived the idea of implementing IOT in order to optimize the cost of manufacturing and sustain the market leader position while positively impacting the numbers in balance sheet.

Scenario

The industrial house was going through the phase of transition where the speed of conceiving the change was retarded by factors such as, validation of the initiatives being planned, unsure about people acceptance, perceived notion of imbalance in ongoing scenario of conventional practices vis-à-vis policies. The talent pool available transforming this vision into reality was not found to be sufficient including the leadership level.

The think-tank including Head of the Organization, HR Partner decided to create a captive Tech division with a separate name (alike Captive entity), with separate business identity, with a new set of concurrent policies similar to IT Industry and in a separate working space. The entire business processes from hiring, employee management, payroll, policies, procurement, finance and accounting including offer letters, welfare schemes, etc., were designed differently to benchmark with the IT industry.

This shall enable the new entity to project itself as an IT startup, attract talent from IT industry in with skillset in emerging technologies (IOT, Cloud, Databases, etc.).

The Organization identified multiple internal projects which require a Technology Leader (CTO), who shall build a team of Technology Enablers (Program Managers, Database and Networking Architects, Testers, etc.)

 

Approach

An extensive market research was done to understand the compensation structure, benefits, welfare schemes, competencies that are required for CTO role to lead a Starup from almost seeding stage to the success. The success of vision transforming into reality will shape up the future of the organization so that Captive (technology division) can be transformed into a separate corporate entity as a profit centre.

ü  Preparation for the position

Following HR Systems were designed:

§  Job description

§  Competencies Basket required (Behavioural and Technical)

§  KRAs & KPIs

§  Career Architecture for entire organization

§  Presentation with USP for hiring and Vision

 

 

ü  Mode of hiring

§   Social media (including WhatsApp, LinkedIn)

§  Job boards

 

ü  Interview Process

An extensive interview process was designed to include multiple level of interactions to ascertain that individual aspirations are aligned with the Organizational vision. Broadly these steps included:

§  HR interaction to assess the fitment

§  Interaction with Business Leader

§  Online and face2fface interactions with both

§  Behavioural interviewing

§  Competency assessment

§  Discussion on the vision and its overview on the blueprint

§  Future plans and including alternatives

§  Culture-fit assessment

 

ü  Compensation

§  Combination of Fixed and Performance driven variable were designed to be in sync with the market standards.

 

ü  Pre-joining engagement

The position of CTO was critical for the organization as it was supposed to shape up the future of the organization which was at the seeding stage. Therefore, it was a top priority for HR to ensure the joining of the selected candidate even though a backup plan was in place. This level of engagement further enhances the partnering between the HR and the Business.

§  The offered candidate was included in planning stage post-offer so that we can ascertain his joining or sense the possibility of dropout in case that happens.

§  The planning primarily focussed on identification of phase-wise manpower & skills requirement, tweaking KRAs, KPIs to be more realistic.

§  Offline meetings were also carried out in a coffee shop.

 

ü  Outcome

We were able successfully hire a CTO from US based $80+ Bn Fortune 100 Company after an exhaustive search and evaluation process. The selected candidate had a proven track record of driving innovation, a strategic mindset, and the ability to lead technical teams.

The new CTO later played a pivotal role in shaping the Organization’s technology roadmap, driving innovation, and ensuring the alignment initiatives with the business objectives. This executive-level hiring not only strengthens the leadership team but also puts the Organization on the sustainable roadmap which had a clear road trajectory.

ü  Duration: Six months from search through onboarding during Year 2021-22

 Key Takeaways

The executive-level hiring requires a focussed and comprehensive approach for an HR Partner that requires a bouquet of crucial factors viz., technical acumen, business goal & functional understanding, leadership assessment, cultural fitment, the known and unknown dynamics, hiring challenges, above all trust in the leadership for a captive startup.

A robust evaluation process, including technical assessments and scenario analysis, helps identify the most suitable candidate who was a culturally fit and aligned with the crucial vision for transforming the vision into a reality.

 

About hiring other leadership role:

Kumar Archit has rich experience of hiring the following few of the key roles:

§ VP Engineering, Solutions Architect for Electronics R&D company (NASDAQ traded) which had the innovative and mission critical projects from US based clients
§  Practice Head, Solutions Architect for a large IT Consulting Company
§  Head of India organization for a Captive (GDC) centre of Fortune 500 company in India
§  COO, CFO for a leading FMCG producer (a Unilever licensed company) in West Africa
§  Head R&D (for new business of Food) for a leading FMCG producer (a Unilever licensed company) in West Africa

During his career, he gained rich experience of interviewing international candidates from different Countries and few of them were called from different countries to meet the leadership in the home location. This process also included maintaining the high level of confidentiality, managing all logistical requirements such as, immigration process, mobility, etc.

Learn from the History

Learning comes from anywhere be it books, others experience, own experience, surroundings, or from the History. Emperor Vikramaditya had 9 gems (learned experts) to augment the leadership.

We can derive the attributes from each of these 9 Gems for today’s Leader.

1- Command on Language - Art of Communication 
2- Storytelling - Art of Influencing
3- Aestheticism - Art of explaining benefits of the projects to the team 
4- Designing - Art of Project Architecture/Design
5- Visionary - Art of visualizing future scope and utility 
6- Mending/Repairing - Art of fixing problems/ reviewing own mistakes and improving
7- Presenter - Art of Presenting to the Stakeholders including Team
8- Reviewer - Art of identifying gaps and filling them 
9- Recording - Art of Recording milestones, Key Learnings, Records for reference

#communicationskill #storytelling #leader #leadershipqualities #influencer

TQP

Quality: a term which is used frequently by anyone and everyone in daily life. 
- As Management: Total Quality Management is the way to go
- As a Manufacturer: Quality goods are to be produced
- As a Service Provider: Quality Services are to be rendered
- As a Consumer: we need Quality only and nothing more

How about bringing Quality to ourselves: a 'TOTAL QUALITY PERSON' (TQP)..  anyone can evolve to be TQP (total quality persons) by adhering to the basics: 
- Positive Attitude
- Open to feedback and Continuously Improve
- Respect others
- Ownership and Accountability
- Learn and Adapt
- Passion to Excel
If we work towards to be a TQP - the same will reflect in our life whatever we do. 

#tqm #totalqualitymanagement #totalqualityperson #qualitymanagement #howtobesuccessful #tqp #growthmindsets

Labour Unrests

Labour unrest - a term which disturbs the peace of mind and inhibits the overall environment for sometime. 

I too came across situations where workers stopped their work and started raising their issues. The matter was escalated along with the tension. While I am not a hardcore IR (Industrial Relations) Professional but I decided to 'catch the bull by horns' and resolve it even though I didn't know the local language. What I knew was the basics of communication, patience and confidence on myself and an approach to resolve.

I went to the agitating crowd and asked them to first calm down so that an atmosphere can be made to hear them out and understand their issues. I asked them to come forward those people among themselves who can understand Hindi, English (as I am fluent in these languages). Incidentally all of them have agreed and then few people came forward. We started discussing the concerns they had. 

I found that their most of the concerns were genuine, gave them the solutions and convinced them to resume work immediately. I also gave them some commitment to resolve the unresolved issues. They looked contented after finding the genuineness in my responses, approach. 

When I went back to my cabin I introspected the entire scenario and made my team also to do the same. Team took a defensive approach however I convinced them to do a SWOT analysis so that we can take preventive measures to avoid such recurrences. 

Team found that the root cause - "missing the basics": lack of communication, ignorance of respect to each other and equality. 

Usually many of us become so busy in our day-to-day workings few of us don't realize when the ball is dropped. Resolve the burning issue ASAP.. delay is a hindrance of future. 

Keep it simple and straight the first time. Keep communicating.

Happy working!

Relevance

I got an opportunity to work in multiple industries including IT, Electronics, Manufacturing (Textiles, FMCG), Packaging, Professional Services (Maritime). I also worked in two countries and partnered with Stakeholders of different Nationalities and Employees of diverse ethnicity, language and economic ethos. 

As an HR Partner throughout my career, I noticed common issues that employees bring in: issues in their Compensation, issues with their team member/boss, an unfulfilled promise (not evaluating the correctness as of now) by the supervisor, Recruiter, nagging colleague, chances of growth, performance rating/discussion. 

All these issues are people centric. They do not differ from industry to industry. What differs is the employee themselves and their way of conveying their problems. 

A trend has been commonly visible where many people believe that HR who has worked in IT will not be a relevant for HR in Manufacturing or vice versa. Processes and Policies will differ.

HR interacts with People, develops the Processes, design the Policies based on the Business environment. Industries do not define HR. 

Readers are free to share their views.