Human resource and organisational development leaders consider “organisational behaviour” as one of the most complex and fascinating subjects. However, they delve into it mostly as practitioaners customising their own experiential learning and insights. It is, therefore, interesting to confront real scenarios and problems faced at the workplace rather than only looking for structured interventions by engaging external experts. It is worthwhile to take a look at situations that appear so obvious that they are often ignored.
The rapid industrial growth post liberalisation in India resulted in the need for radical change in the DNA or the ‘right fit’ of employees for organisations. Changing scenarios such as competition, new markets and products, and uncertainty require new ways of hiring. Unfortunately, some leaders continue with old methodologies. Those candidates found more adjusting yet less capable get selected, promoted and rewarded instead of the more deserving, highly talented, passionate and creative ones. Ultimately, it is the leaders and the investors who stand to lose because of less revenue, profitability, growth and ROI. It may be noted that the pool of a large number of Gen Y professionals nurtured post 1992 is actually strength to leverage. Their mode of thought, aspirations, worldview and ethical framework differs from their predecessors.
Culture fit vs talent
Even today, thoughtful employers hire talented employees especially at senior levels. They occupy critical posts and are the brightest of the lot across levels; for instance, in sales, where there are defined, tangible accountabilities. However, the same might not hold true for the so-called ‘non-critical’ job holders. Organisations contain entrenched informal structures with power centres ensuring that people compliant with their group interests join and thrive. This is a reality of organisations across the globe. However, beyond a point, this tendency is fraught with undesirable consequences. The problem is further compounded by a lack of clearly defined parameters of ‘culture fit’. Inadvertently, this euphemism is sometimes used to reject quality at the cost of ‘reference’ candidates.
Hiring with objective
An HR tendency that impacts organisational performance is lack of goal or objective in hiring. Many companies, realising their inability to attain market leadership, begin to