Like with any asset let's start with the acquisitions, recruitment that is. It is probably the most difficult HR decision for an employer. No matter how many HR professionals are around you equipped with an arsenal of tests and interviewing techniques, it still remains more often than not a shot in the dark. The more sophisticated the assessment tools, the more books and blog posts are written in how to "read and trick" them if you are an applicant.
I noticed that in case of companies and organization in Oman a nice CV with the right buzzword and professional acronyms will do most of the job. Probably there is an overreliance on the academic and professional track record of the candidate, and less emphases on it's personality and non-technical, soft skills required for the task at hand.
Of course I am aware of most factors that distort the process such as, quotas to follow, wasta etc. but some of those you'll find in other economies as well.
I have interviewed for a junior and mid level position around 70-80 people so far and hired around 8-10 in the last 16 years, in my various earlier positions. I can say that in perhaps two cases I was absolutely certain it was the right hire. In most of the other it was the least doubtful choice and in one case we went for a risky approach but did not really paid off. I learned that the best approach for me is trying to understand the candidate from the following three perspectives:
Anyways, no matter how hard we try it will remain -more often then it should- a trial and error game. One thing for sure, do not let your HR do all that work for you, get involved from as early as you can. As team leader you will bring in the real perspective and look at the candidates as potential colleges not as people to fill positions.
I noticed that in case of companies and organization in Oman a nice CV with the right buzzword and professional acronyms will do most of the job. Probably there is an overreliance on the academic and professional track record of the candidate, and less emphases on it's personality and non-technical, soft skills required for the task at hand.
Of course I am aware of most factors that distort the process such as, quotas to follow, wasta etc. but some of those you'll find in other economies as well.
I have interviewed for a junior and mid level position around 70-80 people so far and hired around 8-10 in the last 16 years, in my various earlier positions. I can say that in perhaps two cases I was absolutely certain it was the right hire. In most of the other it was the least doubtful choice and in one case we went for a risky approach but did not really paid off. I learned that the best approach for me is trying to understand the candidate from the following three perspectives:
- 1. motivation - is (s)he really up for this, would this job put him/her on fire, at least for the first 12 months or so. How does this position fit in the candidate ambitions etc.
- 2. ability - does (s)he have the skill set required to perform the job. And I don't only mean the background, as most of the technical knowledge is not learnt in schools anyway, but more the essential soft skills, personality, social skills (especially when it comes to sales or team work), learning skills (are they systematic learning by doing persons or quick learners - learning by watching types etc.)
- 3. fit - do you as employer feel comfortable spending more time with this person than with most of your friends or even family? Is there a natural click, a "kind of like this guy" feel? This is probably the most sensitive one. Rationality should be put aside and instincts should be at play here.
Anyways, no matter how hard we try it will remain -more often then it should- a trial and error game. One thing for sure, do not let your HR do all that work for you, get involved from as early as you can. As team leader you will bring in the real perspective and look at the candidates as potential colleges not as people to fill positions.
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