|Ken Georgie Mathew|
Thank you to all who have responded to the recruitment puzzle. Your perspectives are equally valid as each organization and recruiters have different systems and processes and hence there could be many points of view to this puzzle. In case you have not read the puzzle yet, here is the link http://adrenalinhrms.blogspot.in/2013/01/the-recruitment-puzzle.html
I would like you to read the Puzzle once again and the insights shared by many of you as a response to the Puzzle. I am still learning from your perspectives, and I am sure that recruiters will be benefited from the knowledge that you all have shared.
If you have already read the puzzle, here is my point of view. Let me start by highlighting two points from the puzzle.
Each organization and recruiters have different system and processes and hence there could be many ways to look at this puzzle. The off line processes and the level of usage of technology to mitigate risks and to ensure "right hire" or should I say "closest to right hire" varies from one organization to another.
The second aspect to be highlighted is, the puzzle says "the line manager, a capable and impartial person, conducts interview for all the five candidates, and recommends releases of offer letter to one of the rejected candidates".
So when the line manager received the 5 top candidate’s interview evaluation sheets, naturally the evaluation sheet of two were marked as rejected. After finding that 2 of the 5 candidates were rejected, the line manager need not have accepted all the 5. Instead the line manger could have accepted only the 3 candidates. To be fair, the line manager reviews the interview evaluation sheet in detail. This analysis pointed to a very important fact which, in my opinion, is key to solving the puzzle. The puzzle states that there were many interviews panels. All the 5 candidates were not interviewed by the same panel. The line manager knows the capability and skills of the team members and their level of knowledge to evaluate a candidate. The line manager finds that one of the rejected candidates had got the toughest interview panel. This is one of the main reasons that made the line manager think about considering all the 5 candidates for the next level of interview.
The puzzle also talks about one person's response to the puzzle, "The manager asked the various panels and they explained the reasons for their ratings". This also gave the line manager the opportunity to understand the level of evaluation, and there is an assessment that the line manager made based on the review with the panels."
What the line manager does is to call all 5 candidates for an interview. Now the puzzle says that "The manager found that the rating for the top 3 candidates who cleared the first round interview were more or less similar”. Now, this puts the line manager in a spot because, the line manager has evaluated all 5, finds that the top 3 candidates who cleared the first round interview were more or less similar and of course since the line manger recommended release of offer to one of the rejected candidate, the line manager felt that the rejected candidate was also capable and hence needed to be considered.
One of the first comments I received for this blog was "How can you release an offer to a rejected candidate?" "Was it a mistake from the part of the recruiter?"
Yes, the line manager could be questioned on the decision to recommend release of the offer to a rejected candidate? And hence the decision should be substantiated. Now, to substantiate, the line manager decides to use the capability of technology. As mentioned earlier, each organization and recruiters have different system and processes and hence there could be many ways to look at this puzzle. The off line processes and the level of usage of technology to mitigate risks and to ensure "right hire” varies from one organization to another. The line manger required a tool that enables evaluation of the quality of past interviews.
In this case, the technology infrastructure being the ATM “Any Time Manpower" (HR-ATM) that provides the facility to record live interviews and review of past interviews, and also the necessary features that the ATM provides to mitigate risk of "Wrong hiring".
On review, the line manager was able to access the quality of interviewing of the various panels that had conducted the first round. The final decision to recommend release of offer to one of the rejected candidates was based on the quality of interviewing that the line manager could see, and the evaluation feedback based on the interview that the line manager had personally conducted.