Tuesday, September 1, 2015

How would you Define the Right People?

The right people have the right mindsets, they are high-positive, high-innovative, high-influential and high-mature.

People are always the most invaluable asset in businesses. “Hiring the right person for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right?

"People engagement" blended with "context-fit" makes the people "right": The goal of an organization is to find out how you can locate the right candidate for a specific position within an organization. Hiring good people is hard; hiring great people is brutally difficult. For example, some would say, the right person is self-motivated, self-directed, self-inspired. Others will say, the right person is purposeful or creative., etc. Although there are many attributes that may influence hiring the right people. A "context-fit"(culture of the team/job profile matches with the culture of the individual, or a 'misfit' mind helps culture transformation) is highly desired along with attributes. The culture of the organization begins at the top with the leadership. That culture is communicated through documentation, through informal practices and formal behavior. A recruiter or hiring manager must fully understand the culture of the organization, including the values and beliefs, to determine if any prospect will fit in the organization. The guiding principles, which is part of the culture set by the leadership of an organization, should be at the forefront of the mind of anyone doing the hiring because finding the right person who fits in the company will only lead to greater success for the individual and the company. Moreover, a passionate and motivated leader makes the hiring right as he/she can engage the team members and can unlock their motivation. It further leads to the enhancement of productivity and performance.

The question could be interpreted differently by different people: Every single individual is right (talent or genius) in some way. There are some basic fundamental characteristics will separate the right candidate from the wrong candidate. For example, would you prefer hiring a person who has a graduate (know it all) attitude vs. somebody who is passionate about lifelong learning? Would you hire somebody who demonstrates the ability to execute vs. somebody who lacks the capacity to break down a strategy into execution? Would you hire a person who is constant negative vs. somebody has a positive attitude? Would you rather hire a transformational leader or a transactional manager? Would you hire a candidate for a leadership position who is strong in execution, but lacks strategy formulation skills? Would you hire a person for a teaching position who understand the subject inside out, but not a great communicator? Would you hire someone who has the negative influence of the culture, or hires a change agent who can rejuvenate the new way to do things? When it comes to finding the right people, one must first assume the goal is to find the right person who not only fulfills the required needs of the job at the moment, but also has the potential to lead organizations to the next level; the right person who fits into the culture of the organization, or who can transform the organizational culture to accelerate business execution.

Find the right people through what they think and what they act: The right mindset is utmost quality for being a right fit, because the power of mind is the force to change the business or even the world for better, and then, you should look at behavior that you expect to see, since "positive energy" always translates into actions, that you can track feedback on. Unfortunately, a block on the road to a valid definition of "right people" is the outdated, but persistent HR practices that jobs are like holes that come in round and square shapes, and people are pegs that must be matched to the job's shape. According to that idea, all I need to do is to describe the job with enough detail and then find the right peg from a pile to fit the hole. Like Collins, the author of Good to Great, well defines:  
The right people fit with the company’s core values.
-The right people don’t need to be tightly managed.
-The right people understand that they do not have jobs; they have responsibilities.
-The right people fulfill their commitments
-The right people are passionate about the company and its work.
-The right people display maturity.

As the old saying goes, the rumor stops at a wise person. The right people make a positive influence on corporate culture and bring wisdom to the workplace. The right people are the ones who possess the right mind with knowledge, skills, abilities, and behaviors necessary to move your business in the direction it needs to go; to help realize the vision and values of the organization, they are not just running the business, but keep innovating and transforming the business for the long-term prosperity.


A great article that raises some very pertinent points. What I do find interesting is that many organisations say they want the right people for the job, but refuse to invest in using the tools available to them to help ensure they end up with the right people. Part of this is the inability to fully understand their own culture and so cannot truly understand just who they should be looking for and hiring.

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