Insight: The rigor of the selection process

Amol Titus   |  Wed, 02/10/2010 11:07 AM  |  Management

We have all experienced that sinking feeling regarding the corporate selection process. When within a relatively short period of time it becomes clear that a hyped up new hire simply won’t “fit” in. Much heartburn follows – candidate was overrated, headhunter pushed resumes through aggressively, interviewer did not have enough time, background checks were inadequate, in hindsight the CV is not worth the paper it is written on, a better internal candidate was bypassed, HR did not update the job descriptions & competency templates and so on. But it is too late, the damage is done and over time wrong hires become toxic assets for an organization.

Given its criticality it is surprising, even professionally reckless, how many organizations undermine the robustness of the selection process through largely internal follies. If corporate strategy hinges on the ability to assemble and sustain winning teams it follows that the selection process should be given due attention and continuously improved from a quality perspective. Companies would do well to learn from the examples of two consistently winning teams - Manchester United and Microsoft.

A large part of the consistency of ManU is owed to the rigor of its selection process. Long before players are tapped their profiles and potential starts getting captured on the clubs databases.
Scouts report on a wide number of possibilities – from rank newcomers to the experienced, from local league players to Continental talent. Since the club’s success is built around a strong vision, passion to be the best at the highest level, commitment to teamwork and excellence in terms of fitness and skills, the selection process maps these competencies closely.

Leading the selection process is the redoubtable Sir Alex Ferguson and getting past him is not about bluff or exaggeration or smooth talk. It is performance – prior track record that is carefully vetted, current form and future potential – that is paramount. Additionally, how would the newcomer fit into the team which already has a distinct culture, strong current performers, legacy of greats and legions of demanding supporters. There is no “outsourcing” of selection, no excuses of being too busy with “other important things” and no confusion about the role the candidate is being considered for. And crucially when mistakes do occur (and there have been some even on Sir Alex’s watch) action must be swiftly taken and the impact of wrong hires minimized. If ManU fans had that sinking feeling regarding Dimitar Berbatov you can be sure the gawky forward who has been a big disappointment has been made fully aware and is probably counting his days.

At Microsoft the job selection process is similarly robust consisting typically of a detailed initial telephone interview with a HR officer followed by short listed candidates going through day long interviews with different assessors who are known to probe variety of subjects and test hopefuls with the now famous brainteasers (“Why are manhole covers round? How would you design a microwave oven controlled by a computer?”) In his interesting book How Would You Move Mount Fuji? William Poundstone explains the reason behind the company’s selection rigor – “Microsoft seeks to avoid hiring the wrong person, even if this occasionally means missing out on some good people. The justification is that never before has it cost so much to recruit, maintain, and – heaven forbid – discharge an employee.” The company’s top bosses (right from Bill Gates during his tenure to the current leadership team) take hiring very seriously and invest significant personal time and effort.

Yet few companies have assembled such a core team of inspirational leaders that have the energy and skills required to drive the selection process. Hiring is not a one-time exercise, a job responsibility added on with seniority, an activity delegated to HR or a knee jerk reaction during a sudden need (business growth or replacements).

Since as many as 70 percent of CVs are embellished with exaggerations or untruths the preliminary sifting process is vital. Headhunters, whose fees have skyrocketed in recent years, need to be held accountable for information contained regarding previous roles, job references, awards etc. If all aspects of a manufacturing process can be subjected to quality checks there should be no exception for CVs and selection criteria.

“Beware of Gas” – this sign typically posted at mining sites – needs to also be posted in hiring rooms. Unfortunately contemporary corporate mores seem to place high importance on talkers, boasters and trumpet blowers. Winning teams – whether ManU or Microsoft or even yours – cannot be built on claims only. Teamwork necessitates Emotional Quotient competencies like self awareness, self control, empathy, caring and so on. Customers return for expertise & delivery and employees response to those create trust based on action. The selection process must be able to distinguish the talkers from the doers, those with verifiable track records and those who are credit grabbers, those who can commit to an organization and those who can only commit to themselves.

This requires collective thinking, strategizing and brain storming. Get three to four persons looking at the shortlisted candidates and dividing tasks between them so that technical, managerial, emotional competencies are all examined. Equally test your organizations mandatory requirements thoroughly – if yours is a service role place the candidate in a simulated front desk, if you value innovation spend an hour on “actual” innovations made by the candidate backed by concrete examples. Aspiring pilots can’t fudge a flight simulator just as ManU wannabes have their every move watched, videotaped and reviewed. Entry into strong companies should likewise be challenging to minimize subsequent sinking feelings.



The columnist is CEO of international management consulting IndonesiaWISE. He can be contacted at amoltitus@indonesiawise.com

Insight appears on the second Wednesday of each month.

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