Hi,
"He should not be a relative to a doctor, to a politician, to a police official, to a lawyer or any such entity. "
Can you please elaborate on this???
You also state that, "The main aim of the interviewer should be to purely select a candidate on merit basis".
Both these are so vague.
What is important to an interviewer is the candidate's merit and not his family background. Ofcourse, family background can be discussed, but only to verify if there are any criminal prosecutions against him or his family. and to understand how has he been brought up and how well can he adapt to the ups and downs of life/ profession.
If I am wrong, Seniors Please correct me.
From India, Bangalore
"He should not be a relative to a doctor, to a politician, to a police official, to a lawyer or any such entity. "
Can you please elaborate on this???
You also state that, "The main aim of the interviewer should be to purely select a candidate on merit basis".
Both these are so vague.
What is important to an interviewer is the candidate's merit and not his family background. Ofcourse, family background can be discussed, but only to verify if there are any criminal prosecutions against him or his family. and to understand how has he been brought up and how well can he adapt to the ups and downs of life/ profession.
If I am wrong, Seniors Please correct me.
From India, Bangalore
Hi Rajesh,
That was a great write up but i beg to disagree with a few point on your write up which to me i find unacceptable from the part of the world:
• He should not be a relative to a doctor, to a politician, to a police official, to a lawyer or any such entity. The interviewer should also ask about his In-Laws & their profession: I think this has nothing to do with the performance of any candidate
• The interviewer should make a note about the address where the candidate stays for eg govt quarter, company flat, flat (ownership), if rental then should keep a copy of the agreement: This shouldnt be a barier to getting a job and the candidate should be given some right/privacy.
• The interviewer should mark if the candidate posses a vehicle or not: I do not agree with this, so far he'll be puntual
A candidate who has stayed away from his parents will be a good choice since he will be independent, more adaptive to changes, flexible… Flexibility, being adaptive etc are personal traits not a function of where and who you stay with..
Hope this helps...
Thank you for your good work
From Nigeria, Lagos
That was a great write up but i beg to disagree with a few point on your write up which to me i find unacceptable from the part of the world:
• He should not be a relative to a doctor, to a politician, to a police official, to a lawyer or any such entity. The interviewer should also ask about his In-Laws & their profession: I think this has nothing to do with the performance of any candidate
• The interviewer should make a note about the address where the candidate stays for eg govt quarter, company flat, flat (ownership), if rental then should keep a copy of the agreement: This shouldnt be a barier to getting a job and the candidate should be given some right/privacy.
• The interviewer should mark if the candidate posses a vehicle or not: I do not agree with this, so far he'll be puntual
A candidate who has stayed away from his parents will be a good choice since he will be independent, more adaptive to changes, flexible… Flexibility, being adaptive etc are personal traits not a function of where and who you stay with..
Hope this helps...
Thank you for your good work
From Nigeria, Lagos
Excellent document to begin with. I would like to append a few points that the interview methodology will vary in accordance to the organisation you represent and the type of professionals you are looking for.
Do check whether your organisation is hiring talent based on proficiency / skills ( entry level ), competency ( mid-level ) or at the capability level ( senior level ). According formulate the strategy to have the interview questions built upon.
Regardless of the level of talent you are hiring, in order to ensure that the candidates succeed in interview, please ask open-ended questions which gives you an opportunity to probe better into the candidate.
Thank you,
Yagnesh Bhatt
From India, Mumbai
Do check whether your organisation is hiring talent based on proficiency / skills ( entry level ), competency ( mid-level ) or at the capability level ( senior level ). According formulate the strategy to have the interview questions built upon.
Regardless of the level of talent you are hiring, in order to ensure that the candidates succeed in interview, please ask open-ended questions which gives you an opportunity to probe better into the candidate.
Thank you,
Yagnesh Bhatt
From India, Mumbai
Dear Rajesh
Although there have been several remarks made on your wonderful document, I haven't seen one revert from you.
There are a lot of thank you's I'd like to present you for this document:
1) Thank you for for attaching the doc after several reminders.
2) Thank you for letting us know higher class and lower class people cannot be employed - please enlighten us with your thoughts on what these people should do.
3) What according to you is a "well reputed family" - please let us know.
4) When you say family members, living and dead, how many generations are you looking at?
5) When you ask how "successful" their distant relatives and friends are, what parameters would you look at for success...
Rajesh, there are so many more things I would like to learn from you, please enlighten us with many, many more posts like these
Jai Ho!
From India, Surat
Although there have been several remarks made on your wonderful document, I haven't seen one revert from you.
There are a lot of thank you's I'd like to present you for this document:
1) Thank you for for attaching the doc after several reminders.
2) Thank you for letting us know higher class and lower class people cannot be employed - please enlighten us with your thoughts on what these people should do.
3) What according to you is a "well reputed family" - please let us know.
4) When you say family members, living and dead, how many generations are you looking at?
5) When you ask how "successful" their distant relatives and friends are, what parameters would you look at for success...
Rajesh, there are so many more things I would like to learn from you, please enlighten us with many, many more posts like these
Jai Ho!
From India, Surat
Dear Rajesh The guidelines mentioned in your attachment may suit to your organisation and such biased guidelines may not be posted where everyone can react. Regards, dkthakuredinst
These 'tips' are not useful - they are discriminatory - you are not allowed to ask about family/friends etc. Such questions are not allowed in interviews in Australia. D
From Australia, Frankston
From Australia, Frankston
Thanks Rajesh,
It is vary helpful during recruitment.
but i cant understand 1 point can u please brief that point. .
1) He should not be a relative to a doctor, to a politician, to a police official, to a lawyer or any such entity. The interviewer should also ask about his In-Laws & their profession.
Thanks & Regards
Vaishali Tadvi
From India, Pune
It is vary helpful during recruitment.
but i cant understand 1 point can u please brief that point. .
1) He should not be a relative to a doctor, to a politician, to a police official, to a lawyer or any such entity. The interviewer should also ask about his In-Laws & their profession.
Thanks & Regards
Vaishali Tadvi
From India, Pune
This is a very old thread, and the OP has long gone (no posts since this one in 2010).
Reading this document gives me some insight into why I think the recruitment process in India is so bad. At least some people have posted that a lot of this is just plain WRONG, and so demeaning for the candidate.
Out of interest, how many people here adopt methods such as espoused in this post, and have had any success? None I suspect. Why would anyone work for you when you treat people so badly?
The purpose of recruitment is to select the right person who has the skills and experience to undertake the duties of the job. Secondly the person needs to be a good cultural fit to the organisation so that they fit in and work well with their peers and management. Where they live, what their family is like, their social standing, what jobs their inlaws have, and what the candidate does outside of work, are nobody's business but his/her own.
However, I am not saying that observation is a bad thing. But it is subjective and can be dangerous if you are not trained to understand what is happening.
At one place I worked I developed my foolproof recruitment process that worked every time and we cut employee attrition almost completely. We hired the right person first time, every time. Part of that process did have an observation component. When the candidate arrived he/she was told to sit in the waiting area for a short time. I trained the receptionist to watch what the candidate did with his time. When I went to collect the candidate to take him to the interview room, I chatted to him as we walked through the office. I put him in the room, asked if he would like tea, coffee, water, and then went to tell the interviewer that the candidate was ready. From collecting the candidate to taking him to the room, I had made up my mind whether he could work for our organisation, and when I went to the interviewer on my way to the kitchen, I told him YES or NO. Remember here that the candidate had been chosen for an interview because they had the required skill set and experience we needed. But they also had to be a cultural fit to our organisation and be able to work with the rest of the staff.
My judgement was never wrong. It had nothing to do with clothing, clean shoes, dirty fingernails etc etc. It was all about attitude, and part of that was how the candidate treated both the receptionist, and myself as an executive assistant. Some candidates are very arrogant, and ill-treat staff they see as beneath them. That sort of attitude had no place in our organisation.
From Australia, Melbourne
658Reading this document gives me some insight into why I think the recruitment process in India is so bad. At least some people have posted that a lot of this is just plain WRONG, and so demeaning for the candidate.
Out of interest, how many people here adopt methods such as espoused in this post, and have had any success? None I suspect. Why would anyone work for you when you treat people so badly?
The purpose of recruitment is to select the right person who has the skills and experience to undertake the duties of the job. Secondly the person needs to be a good cultural fit to the organisation so that they fit in and work well with their peers and management. Where they live, what their family is like, their social standing, what jobs their inlaws have, and what the candidate does outside of work, are nobody's business but his/her own.
However, I am not saying that observation is a bad thing. But it is subjective and can be dangerous if you are not trained to understand what is happening.
At one place I worked I developed my foolproof recruitment process that worked every time and we cut employee attrition almost completely. We hired the right person first time, every time. Part of that process did have an observation component. When the candidate arrived he/she was told to sit in the waiting area for a short time. I trained the receptionist to watch what the candidate did with his time. When I went to collect the candidate to take him to the interview room, I chatted to him as we walked through the office. I put him in the room, asked if he would like tea, coffee, water, and then went to tell the interviewer that the candidate was ready. From collecting the candidate to taking him to the room, I had made up my mind whether he could work for our organisation, and when I went to the interviewer on my way to the kitchen, I told him YES or NO. Remember here that the candidate had been chosen for an interview because they had the required skill set and experience we needed. But they also had to be a cultural fit to our organisation and be able to work with the rest of the staff.
My judgement was never wrong. It had nothing to do with clothing, clean shoes, dirty fingernails etc etc. It was all about attitude, and part of that was how the candidate treated both the receptionist, and myself as an executive assistant. Some candidates are very arrogant, and ill-treat staff they see as beneath them. That sort of attitude had no place in our organisation.
From Australia, Melbourne
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Interview Techniques.ppt