29/07/2019
CRAVE : THE NEW RECRUITMENT MANTRA FOR HR
Many of us must have been often intrigued by a seemingly simple question :
What role does HR play in recruitments ?
When we dwell upon it further and when probed further, the answers we get are repetitive, repulsive, regressive and often ridiculous.
More often than not most of us HR practitioners see a great value add by collecting key words / job profile from the technical managers, transpositioning to a job-site / placement coordinator / consultant and then wait for the right candidate among 100s of trash CVs that we receive, like the man waiting for the big catch with a bait. Once we get some right CVs we become callers and coordinators between the candidates and the technical managers, adjusting to their schedules, for their meetings. Once the meetings get arranged we wait for "consent" with compensation figure. And then we "negotiate" within the range, feel proud by saving 25000 per annum... After all each rupee saved counts���. Once the candidate agrees to the "budgeted" salary (uffff !!), we hurriedly send the offer and get the signatures as if those guarantees joining. In my experience, aborted offers are more painful then resignations. Then again we get busy in compiling carefully the historical documents, which none of us are going to see through, during the tenure of the candidates..�
OK so that's d description of the role of great HR warrior in recruitments ?? And yet more n more HR guys I meet claim we spend majority of our time in the 'aforementioned' recruitment process and allied 'activities'..
In fact if HR really wants to add value in recruitments and retention of the "talent", they will have to concentrate on the "Culture Fit" or the fitment of the candidate into the Organisational framework and mindsets. If that is done right, the other aspects of recruitments would more or less can be settled later. The HR will have to ensure they filter the candidate through CRAVE before finalising the candidature for selection, even if there is a high degree of urgency and scarcity of skills :
The CRAVE expands into five level filter :
1. COMPETENCE : Competence is beyond the skills, attitude and capability. It is basically the adaptability to come up to whatever is required to carry out the assigned role and responsibilities.
2. RELATIONSHIPS : More than how good s/he is at ex*****on of assigned task, it is important to know how has the incumbent established, built and developed the relationships in the ecosystem that s/he has worked in.
3. ASPIRATIONS : One of the toughest challenge for HR practitioners is to manage aspirations of the people they cater to, within the liberties and constraints, the organisation provides for. It is extremely essential, therefore, that HR selects only those candidates whose aspirations can be managed within the organisation.
4. VALUES : Values determine the characters and more often the characters determines careers. Most of the "once-so-successful" organisations had disastrous ends only after there was a marked erosion of values in their leadership and culture. So if HR guys want to add their names to a success story, they will have to define, identify and value the Values.
5. ENERGY : Positive energy and vibrancy, they say, are infectious but more so if we have someone with negative energy. HR needs to sense the energy that is emitted, that is transmitted by the candidate. The energy is often difficult to suppress or manipulate and hence, if we can sense it soon, it would be easier to get through the core.
CRAVE ofcourse comes with lots of advantages and can help you reach the diamond, without digging through too much of coal.
