Case Study
Suresh Kumar was the production manager for Singer Industries Limited, a Noida-based electrical appliance company near Delhi. Suresh had to approve the hiring of new supervisors in the plant. The HR Manager performed the initial screening.
On Friday afternoon, Suresh got a call from Anil Dhavan, Singer’s HR Director. “Suresh,” Anil said, “I have just talked to a young engineering graduate from a regional engineering college who may be just who you are looking for to fill that supervisor job you asked me about. He has some good work experience in a multinational firm located in Pune, but at a lower salary level. He wants to come over to Noida where his parents live.” Suresh replied, “Well, Anilji, I would take care of the boy.” Anil continued, “He is here right now in my office. I am sending him to you if you are free.” Suresh hesitated a moment before replying, “Great, Sir. I am certainly busy today, but I can’t afford to displease you either. Sir, send him immediately.”
A moment later, Ranga Rao, the new applicant, arrived at Suresh’s office and introduced himself. “Come on in, Mr. Rao,” said Suresh. “I’ll be right with you after I make a few urgent phone calls.” Fifteen minutes later, Suresh finished the calls and began interviewing Rao. Suresh was quite impressed. The merit certificates, the best suggestion award from the previous multinational firm, and Rao’s quick responses revealed the candidate’s potential. Meanwhile, Suresh’s door opened, and a supervisor yelled, “We have a small problem on line number 5 and need your help.”
“Sure,” Suresh replied, “Excuse me a minute, Rao.” Fifteen minutes later, Suresh returned, and the dialogue continued for another few minutes before a series of phone calls again interrupted him.
The same pattern of interruption continued for the next forty minutes. Rao looked at his watch embarrassingly and said, “I am sorry, Suresh, Sir, I have to go now. I have to catch the train to Pune at 9 P.M.” “Sure thing, Rao,” Suresh said as the phone rang again. “Call me after a week.”
Question 1. What specific policies might a company follow to avoid interviews like this one?
Question 2. Explain why Suresh and not Anil should make the selection decision.
Question 3. Is it a good policy to pick up candidates through the ‘employee referral method’? Why and why not? Explain keeping the case in the background.
From India, Noida
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1Suresh Kumar was the production manager for Singer Industries Limited, a Noida-based electrical appliance company near Delhi. Suresh had to approve the hiring of new supervisors in the plant. The HR Manager performed the initial screening.
On Friday afternoon, Suresh got a call from Anil Dhavan, Singer’s HR Director. “Suresh,” Anil said, “I have just talked to a young engineering graduate from a regional engineering college who may be just who you are looking for to fill that supervisor job you asked me about. He has some good work experience in a multinational firm located in Pune, but at a lower salary level. He wants to come over to Noida where his parents live.” Suresh replied, “Well, Anilji, I would take care of the boy.” Anil continued, “He is here right now in my office. I am sending him to you if you are free.” Suresh hesitated a moment before replying, “Great, Sir. I am certainly busy today, but I can’t afford to displease you either. Sir, send him immediately.”
A moment later, Ranga Rao, the new applicant, arrived at Suresh’s office and introduced himself. “Come on in, Mr. Rao,” said Suresh. “I’ll be right with you after I make a few urgent phone calls.” Fifteen minutes later, Suresh finished the calls and began interviewing Rao. Suresh was quite impressed. The merit certificates, the best suggestion award from the previous multinational firm, and Rao’s quick responses revealed the candidate’s potential. Meanwhile, Suresh’s door opened, and a supervisor yelled, “We have a small problem on line number 5 and need your help.”
“Sure,” Suresh replied, “Excuse me a minute, Rao.” Fifteen minutes later, Suresh returned, and the dialogue continued for another few minutes before a series of phone calls again interrupted him.
The same pattern of interruption continued for the next forty minutes. Rao looked at his watch embarrassingly and said, “I am sorry, Suresh, Sir, I have to go now. I have to catch the train to Pune at 9 P.M.” “Sure thing, Rao,” Suresh said as the phone rang again. “Call me after a week.”
Question 1. What specific policies might a company follow to avoid interviews like this one?
Question 2. Explain why Suresh and not Anil should make the selection decision.
Question 3. Is it a good policy to pick up candidates through the ‘employee referral method’? Why and why not? Explain keeping the case in the background.
From India, Noida
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Selection Procedure and Interview Planning
Fix up the specific selection procedure and do not deviate or make exceptions. Unplanned interviews and underprepared interviews will result in unsuitable candidates getting selected or capable ones getting rejected due to haste and unplanned activities. Here, phone calls and work-related interruptions had taken place. Interviews should be done in an unhurried and planned manner to understand the candidates and their potential. Interruptions should not be there in this process. Suresh, being the production in charge, should have the final call as he has to get the output from the candidate.
Employee Referrals: Pros and Cons
Referrals have their own pros and cons. Employees put their reputation at stake when they refer candidates. Besides, the employees, while referring, are aware of the company's requirements. But the flip side is referrals can cause a halo effect, especially if the referrer is at a high level like Director, etc. HR may find it difficult to refuse such people.
Regards
From India, Pune
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Fix up the specific selection procedure and do not deviate or make exceptions. Unplanned interviews and underprepared interviews will result in unsuitable candidates getting selected or capable ones getting rejected due to haste and unplanned activities. Here, phone calls and work-related interruptions had taken place. Interviews should be done in an unhurried and planned manner to understand the candidates and their potential. Interruptions should not be there in this process. Suresh, being the production in charge, should have the final call as he has to get the output from the candidate.
Employee Referrals: Pros and Cons
Referrals have their own pros and cons. Employees put their reputation at stake when they refer candidates. Besides, the employees, while referring, are aware of the company's requirements. But the flip side is referrals can cause a halo effect, especially if the referrer is at a high level like Director, etc. HR may find it difficult to refuse such people.
Regards
From India, Pune
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Do post the case studies in the forum. There many very learned members who will help in professional and knowledgeable manner.
From India, Pune
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From India, Pune
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While I agree with Mr. Nathrao, I will attempt to answer specifically.
Policy
- The interviewer must conduct the interview at the appointed time. (I have seen candidates walking out of the company premises when they were not interviewed within a reasonable time.) It should preferably be held in a separate cabin, not where the interviewer usually sits, and it should involve an HR representative along with the user of the service. Both have an equal stake in the process. At the same time, it should be fixed that the interview should not last more than a certain number of minutes (depending on the position in question). At some levels, there is also a neutral observer in the interview panel. All of them should individually evaluate and give marks.
Referral Method
- The referral method is good because it may help build camaraderie among the group. It will also be a way of showing that they are part of the organization. Some companies offer financial incentives to those referring candidates who are selected and remain with the company through the probation period.
Regards,
A. S. Bhat
From India, Pune
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Policy
- The interviewer must conduct the interview at the appointed time. (I have seen candidates walking out of the company premises when they were not interviewed within a reasonable time.) It should preferably be held in a separate cabin, not where the interviewer usually sits, and it should involve an HR representative along with the user of the service. Both have an equal stake in the process. At the same time, it should be fixed that the interview should not last more than a certain number of minutes (depending on the position in question). At some levels, there is also a neutral observer in the interview panel. All of them should individually evaluate and give marks.
Referral Method
- The referral method is good because it may help build camaraderie among the group. It will also be a way of showing that they are part of the organization. Some companies offer financial incentives to those referring candidates who are selected and remain with the company through the probation period.
Regards,
A. S. Bhat
From India, Pune
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