Hiring the best possible talent and putting them in a boring job is the worst thing an employer can do.
Recruitments are at the focus of HR activities in most of the organizations, not only in terms of finding the right resource, but also in terms of efforts, investment and time that goes in finding the ‘supposedly’ right candidate. For companies which want to recruit the best possible talent for the smallest of jobs, utilizing this talent remains a big challenge. Putting highly qualified resources to just any job due to lack of enough opportunities within a company creates a situation of opportunity crisis for employees. Not only is this a waste of an organization’s resources but the fear of attrition also looms large. Usually such situations arise when the management doesn’t know how to utilize an employee’s skill set. One problem with rigorous interview processes is that recruiters are busy finding the best possible candidate who is worth the effort being put into recruiting and a candidate’s focus is on ‘cracking’ the interview process. Hence, discussion about job profile, work etc often gets lost. Though a lot from designation to joining formalities etc is discussed beforehand, there is a lot which, if discussed, can make an employee’s adjustment (and thus performance) in an organization easier.
1. Discussion about the job profile:

The brief of job usually given during job interviews or initial HR discussions are ‘glorified versions’ of what the real work is like. It happens especially if there is no clarity beforehand on the role the candidate is being recruited for. Impressed by a candidate’s skill set and experience, if recruiters feel tempted to appoint him, it is essential that the correct job description and on-off requirements are mentioned to the candidate while explaining the job profile to him. Painting a rosy picture in a bid to woo a candidate won’t turn out to be very effective as it will affect his ability to deliver. In situations where there is absolutely no clarity over the job description or where work requirements may vary with time, it is better to discuss it with the candidate. Even if a candidate hired for a different profile needs to be put to some other work, discussing the work requirement with a candidate in the right way is essential to help him trust the organization.

2. Company atmosphere and organizational hierarchy:

Research shows that employees leave organizations not because of processes but because of people. In a new recruit’s case, confusion intensifies if there is no clear brief about processes, systems, hierarchy etc. It is good to give the new recruits a fair idea of company atmosphere and organizational hierarchy. This helps them chalk out their plan and interactions with colleagues and bosses; the quicker it is sorted the sooner they feel easy with work. It is also essential to ascertain that the candidate knows about his reporting bosses and what his position in the hierarchy will be like. Unclear communication in this regard only adds to the confusion.

3. Expectations from the candidate:

Performance crises arise when there is a huge gap between the employer’s expectations and the employee’s understanding of the job he has been hired for. Usually the performance expected from employees sitting on similar positions differs from company to company; hence, it is essential to communicate with a candidate as to what organization’s expectations may be like. Usually, a star performer of one company fails to perform in another company because of lack of clarity about company’s requirements, contributions he can make etc.