Ability

So you have figured out job specifications. Next step is to figure what is trainable and what do you hire for.

 

So how exactly do you figure out what is trainable and what is not?

 

I had touched upon this aspect in a previous post titled ‘Ideal Job Specification’.

 

Most capabilities are trainable given adequate time, effort, and cost.   Capability of a person is defined in terms of Knowledge, Skills, and Abilities.

 

Knowledge is easiest to pick up and possibly easiest to forget.

 

Skill is more difficult to pick up and more difficult to forget (e.g. – do you forget how to cycle or swim even if you have not cycled or swam for a long time).

 

Ability is most difficult to pick up and most difficult to lose/forget.

 

If you are have a constrained recruitment budget, then you might want to hire a candidate with high ability – who can make up for gaps in knowledge and skills with a focussed onboarding program.

 

So when ‘cost-constrained’, think ability!

 

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Sourav

 

Is it time you need an extra Headcount?

Before you start hiring, you need to a) know that you have a vacancy, and b) figure out how many vacancies you have.

So how do you get to know about these?

Look at following statements. Are any one of these true for you/your organization?

·        Geographical Scope: Your organization is venturing into new geographic areas

·        Customer Scope: Your customer base is increasing rapidly and you will need extra manpower to cater to increased customer base.

·        Scope of Skills: The changing nature of the industry/company requires that you hire for new skills.

These 3 will be usual levers that will feed into your company’s need for extra manpower.

 

Which of these are true for you?

 

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Sourav

Ideal Job Specification

Once you have decided that you need to hire for a role, the next steps are to create a:

·        job description (what are outcomes and processes in role), and

·        job specification (what knowledge, skills, and abilities (KSAs) are you seeking in a job incumbent).

But a job specification doesn't end with only listing out what KSAs you are seeking in a job incumbent.

 

As HR Recruiter or Hiring Manager, take into consideration following factors:

·        Most things are teachable and learnable given adequate time, effort and cost. But different organizations have different capacities/appetite for time, effort, and cost. Hence what is trainable and what is non-trainable is an organization specific decision.

o   Ability is most difficult to teach and learn, followed by skill and then knowledge.

·        Ask yourself 'What is trainable/non-trainable for this role?".

o   List out Non-trainable K,S, and As. These should be criterion against which you will make a hire/no-hire decision for a candidate

What is advantage of following a procedure like this?

By following above mentioned procedure, you increase size of candidate pool you are looking at. Hence possibility of hiring a candidate at an 'affordable' compensation increases.

 

You may also want to keep the following in mind when formulating job specification:

·        If you are being particular about an educational qualification and that is causing you difficulties in hiring - ask yourself 'Is this qualification really required? Can someone who has relevant work experience but not this educational qualification perform this job effectively?

·        If you are being particular about a certain type of work experience and that is causing you difficulties in hiring - ask yourself 'Can someone with high learnability but having a different kind of work experience/no work-experience do this job with an accelerated induction program?;

These are some tips to ensure that you are hiring a candidate at an 'affordable' compensation.

 

Your next question might be - so how do we ensure high performance? Well! I will post about this soon.

 

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Sourav

 

Build or Buy?

Well! I am back to blogging.

And this time I want to share some posts I have been writing pro-bono for small MFIs who are trying to strengthen their HR processes. Here’s the first of these posts. You will find me sharing more of these posts from now on.

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You have realized that you have a personnel 'vacancy' that you need to fill.

 

Do you hire from external market (buy) or do you hire internally (a cross-functional move, role enrichment, promotion)?

 

Both of have their pros and cons and choice is probably context specific.

Buy

Pros -

·        A better fit for the role and so probably quicker time to performance,

·        An external candidate might bring in a fresh perspective.

Cons

·        Higher cost of hiring and possibly higher payroll costs

·        Cultural misfits might lead to periods of instability/conflict within team.

Build

Pros

·        Brings down cost of hiring and payroll costs.

·        Cultural fit will be ensured

Cons

·        Maybe will require more time to ramp up or more involvement from manager in ensuring ramp up.

·        No fresh thinking might flow into the team.

What will you prefer - build or buy- and for what kind of situations/positions?

Add one more to the options of Build or Buy.

You could also 'hire' services of a skill from market for a temporary period, e.g. - hiring services of a professional agency.

So choices you have are 'Build, Buy, or Hire'.

 

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Sourav

 

Symbols in dreams

 

Talk of psychology and you recall 3 names for sure - Sigmund Freud, Carl Jung, and Alfred Adler.

 

While Freud is known for association of dreams and Adler for fictional finalism, Jung is known for concept of collective unconscious.

 

I had meant to read Jung’s work ‘Man and His symbols’ for quite some time, and I finally managed to read it.

What are some of the things that stayed with me? Are there a few things that have relevance to field of HR?

Here are ideas/concepts that stayed with me:

1. Dreams are representations of unconscious and they have their own significance. Hence we must pay heed to them.
2. Symbols in dreams are sometimes collected from collective unconscious - that has been shaped across generations of human beings. Hence certain symbols have usually standard meanings/representations. Additionally certain kind of symbols tend to pop up across dreams.
3. Archetypes -are symbols/representations from collective unconscious, e.g-archetype of beauty and beast.
4. Unlike the conscious mind, unconscious mind is not logical but it does have significance. Hence a dream may seem illogical but it still might have meaning.
5. Every individual has a shadow. We must acknowledge shadow before ego starts developing and being in control. ‘Mandala’ usually represents centered self with a completely developed ‘ego’.
6. Concept of Synchronicity- meaningful co-incidences that are not linked by cause and effect but nonetheless these incidences seem to co-happen.
7. Animus-male archetype; and Anima- female archetype. These exist in every human being.
8. Concept of Projection- when we see a part of our shadow (which we are not comfortable acknowledging in ourselves) in someone else, we tend to get very agitated.

 

Some of these concepts seem to have applicability at workplace:

1. When you come across an employee who can't stand a colleague for no apparent reason- projection maybe at work. Hence projection may be a cause of inter-personal conflicts.
2. If you were to lead a group of employees through an associated/dissociated visualization process about company/team-- what kind of images/symbols might pop up? This might give some hints about collective unconscious/cultural essence of a company/team and that in turn might hint to what need to be worked consciously within the team.
3. Synchronicity. If it is March, employees may be less receptive to development feedback. Frankly, this sounds more like cause and effect. But I do have a feeling that synchronicity has a place in workplace too.

 

These are some initial applications I can think of. Can you think of some other applications?

 

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Sourav

Triad of learning

Is an individual responsible for his/her own learning? Most of us will contend yes.

But then what are responsibilities of other 2 stakeholders in process- manager and HR?

Other day I heard someone delineate succinctly the responsibilities.

'Employee owns, manager supports, and HR enables learning'.

Statement sounds simple and relevant! It resonates with me.

But how might this state manifest at workplace?

Employee will own initial identification of learning need and sharing same with manager.

Manager will explore along with the employee whether the correct need has been identified or not (e.g.- by using evidence procedure), facilitate effective choice of 70/20/10 learning mix, work with stakeholders (including HR) on ensuring relevant 70/20/10 learning opportunities materialize, and provide opportunities for transfer of learning back to workplace (for 20 and 10 percent).

HR supports the manager being  more effective in supporting employee through learning process.

But HR's also plays a role is enabling the process. So HR person needs to have an understanding/independent view on how process is running and intervene if process is stuck somewhere- with employee or manager.

But then HR's role is akin to a tight rope walk- you have to enable the employee and manager to drive the process and not to take over ownership of the process.

I also do feel manager has a role to play in enablement. Manager can clear log jams if s/he finds employee stuck somewhere.

A related point is that employee/manager may be stuck at what, when/where, how, or why of learning. A skill in 'enablement' is to figure out where is block/log jam and accordingly facilitate the process.

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Sourav

 

 

 

An Individual Salary Scale

'We are good paymasters. We have provided x% salary increases every year for last y years.'

'We are competitive paymasters. Our salaries are at x percentile of the market.'

These are some usual statements I have heard companies make to showcase to employees/prospective employees the external parity of their salaries.

I often felt these statistics revealed necessary but not sufficient data for a ‘particular employee’. On second thoughts, that’s obvious given that statistics are calculated on basis of a ‘representative employee’.

Hence a particular employee might still be left with a question – ‘so how competitive is my salary wrt market? Is external parity of my salary high, medium, or low?’.

Managers usually respond to such questions by sharing ‘representative employee’ data. But employees also compare their particular situation to anecdotal evidence e.g. – what their friends are earning in other companies, what exiting employees are being offered.

Manager may well counter anecdotal evidence by sharing compensation benchmarking data. Frankly, that’s the best a manager can possibly do.  But compensation benchmarking data is still for a ‘representative employee’.

Can an employee find some compensation comparison data point which is more specific/particular to his/her situation?

A few years back I formulated a relevant methodology specific/particular to an employee. I must share that this makes more sense from an Indian market perspective – given the consistently high salary growth rate in India over last decade.

An employee could look at ' his salary grows y times in how many years’.

For e.g - let's take y as 2. Hence metric is ' your salary doubles in how many years'.

If your salary is doubling every 5 years, your salary is growing annually at 15% (calculate it for yourself J)  That’s a little higher than annual salary growth rate in India for last decade. So you probably are doing well for yourself.

If it’s doubling every 4 years, your salary is growing annually at 19%. If that’s the case, you are doing really good for yourself.

If it’s doubling every 3 years, your salary is growing annually at 26%. If that’s the case, you possibly are doing damn good for yourself.

Do a quick math and check for yourself what rate your salary has been growing at. L

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Sourav