Respected All,
My organization is planning to start an incentive scheme for the interviewers who devote their out-of-office hours' time. Hence, some rewards need to be given as a token of appreciation. I request you to guide me on this topic.
From India, Delhi
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1My organization is planning to start an incentive scheme for the interviewers who devote their out-of-office hours' time. Hence, some rewards need to be given as a token of appreciation. I request you to guide me on this topic.
From India, Delhi
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Dear Hemant Kumar,
Many times, candidates are unable to attend interviews due to their heavy work schedules. Therefore, sometimes companies show flexibility and organize interviews on Sundays or holidays. However, to conduct these interviews, senior management personnel are required to forgo their weekly off, either partially or completely.
If managers or senior managers are rewarded for the extra hours, it will be akin to the payment of overtime (OT), albeit indirectly. This may set a wrong precedent in the company, as awards or rewards for extra hours put in are essentially a trade-off. I recommend that your company does not start this culture of trade-offs. Senior management personnel are expected to demonstrate a commitment of a higher magnitude, and awards or rewards may dilute the essence of this commitment.
Occasionally, allowing them to take a compensatory day off during the week is acceptable, but this should be done sparingly.
Please consider these points before implementing this new trend.
Thanks,
Dinesh Divekar
From India, Bangalore
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Many times, candidates are unable to attend interviews due to their heavy work schedules. Therefore, sometimes companies show flexibility and organize interviews on Sundays or holidays. However, to conduct these interviews, senior management personnel are required to forgo their weekly off, either partially or completely.
If managers or senior managers are rewarded for the extra hours, it will be akin to the payment of overtime (OT), albeit indirectly. This may set a wrong precedent in the company, as awards or rewards for extra hours put in are essentially a trade-off. I recommend that your company does not start this culture of trade-offs. Senior management personnel are expected to demonstrate a commitment of a higher magnitude, and awards or rewards may dilute the essence of this commitment.
Occasionally, allowing them to take a compensatory day off during the week is acceptable, but this should be done sparingly.
Please consider these points before implementing this new trend.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Mr. Dinesh,
Thank you sincerely for your valuable inputs. We are not going to reward senior management as conducting interviews is already included in their KRAs. Our company specializes in SAP software consulting services, and the technical round is conducted by the Subject Matter Experts (SMEs). Given that the SMEs are currently swamped with deadlines, finding time for interviews during working hours proves to be challenging. Therefore, we encourage them to dedicate their off-work hours for this task.
Please advise further.
Thanks in advance!
Hemant Kumar
From India, Delhi
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Thank you sincerely for your valuable inputs. We are not going to reward senior management as conducting interviews is already included in their KRAs. Our company specializes in SAP software consulting services, and the technical round is conducted by the Subject Matter Experts (SMEs). Given that the SMEs are currently swamped with deadlines, finding time for interviews during working hours proves to be challenging. Therefore, we encourage them to dedicate their off-work hours for this task.
Please advise further.
Thanks in advance!
Hemant Kumar
From India, Delhi
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Dear Hemant Kumar,
Even after the clarification given in your second post, my reply remains the same.
Involvement in the recruitment and selection process can be a part of the Job Description (JD). However, it cannot be a KRA as such. Each KRA needs to have a measurable component. What is a measurable component in interviewing? Conducting interviews can be a secondary duty, and it cannot be treated at par with the primary duty.
If the interviewers are working beyond the standard working hours for their regular work, then it will be outrageous to call them for the secondary duties at the weekend. Your major problem is that the project schedule could be so tight that it leaves no room for the interviews. In that case, you need to reduce their workload during workdays so that they can spare their time for the interviews during the workday itself.
Thanks,
Dinesh Divekar
From India, Bangalore
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Even after the clarification given in your second post, my reply remains the same.
Involvement in the recruitment and selection process can be a part of the Job Description (JD). However, it cannot be a KRA as such. Each KRA needs to have a measurable component. What is a measurable component in interviewing? Conducting interviews can be a secondary duty, and it cannot be treated at par with the primary duty.
If the interviewers are working beyond the standard working hours for their regular work, then it will be outrageous to call them for the secondary duties at the weekend. Your major problem is that the project schedule could be so tight that it leaves no room for the interviews. In that case, you need to reduce their workload during workdays so that they can spare their time for the interviews during the workday itself.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Mr. Dinesh, Thanks for your inputs. really appreciated. Regards Hemant Kumar
From India, Delhi
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From India, Delhi
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Hello Hemant,
It's a great move by your organization to reward the extra mile that these employees/interviewers would be adding in. However, have you thought about the matrix to map such extra efforts? How would you know if someone has actually put in that extra effort?
My suggestion would be sending out a collated Thank You Note from senior leadership to all these SMEs as they are setting up the right examples for their juniors and to motivate them to keep doing so (if it's genuine). A small memento/certificate would be good. Anything done over the top would unnecessarily create bias, and people might just aim to achieve this, leaving behind actual deliverables.
Regards,
Megha M.
Senior POSH & Employee Relations Specialist
Email: megha.poshtrainer@gmail.com
From India, Noida
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It's a great move by your organization to reward the extra mile that these employees/interviewers would be adding in. However, have you thought about the matrix to map such extra efforts? How would you know if someone has actually put in that extra effort?
My suggestion would be sending out a collated Thank You Note from senior leadership to all these SMEs as they are setting up the right examples for their juniors and to motivate them to keep doing so (if it's genuine). A small memento/certificate would be good. Anything done over the top would unnecessarily create bias, and people might just aim to achieve this, leaving behind actual deliverables.
Regards,
Megha M.
Senior POSH & Employee Relations Specialist
Email: megha.poshtrainer@gmail.com
From India, Noida
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Hi Megha, Thanks for your thoughts on same. I’ll surely think on giving certificate thing as well. Regards Hemant Kumar
From India, Delhi
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From India, Delhi
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Dear Mr. Hemant Jajoria,
Learned member Ms. Megha M has recommended giving a certificate for putting in extra working hours for interviewing job candidates. However, my views are different.
Yes, senior employees who put in extra hours should be acknowledged, but verbal recognition is sufficient; there is no need to provide a written certificate for this purpose. Written certificates should be reserved for extraordinary or exemplary activities and not for simply working extra hours. Putting in additional hours is common in project-based work, and there is a concern that if certificates are given for this, junior employees may also start demanding similar recognition. It is important for your company to issue certificates consistently, regardless of the type of work.
Investing time and effort in selecting job candidates is an essential responsibility of senior management personnel. Instead of focusing on the symptoms, efforts should be directed towards addressing the root cause.
Job interviews are typically conducted for two main reasons: company expansion/diversification and filling vacancies due to employee departures. While the former serves a greater purpose, the latter can be controlled. I suggest analyzing the job interviews conducted in the current calendar year to determine the proportion related to filling vacancies. By implementing strategies to reduce employee turnover, senior management involvement in interviews can be minimized, allowing for more time to focus on other tasks.
For Ms. Megha M: Having differing opinions does not equate to disrespecting your views; differences can exist within a framework of respect. Please understand this perspective.
Thank you,
Dinesh Divekar
From India, Bangalore
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Learned member Ms. Megha M has recommended giving a certificate for putting in extra working hours for interviewing job candidates. However, my views are different.
Yes, senior employees who put in extra hours should be acknowledged, but verbal recognition is sufficient; there is no need to provide a written certificate for this purpose. Written certificates should be reserved for extraordinary or exemplary activities and not for simply working extra hours. Putting in additional hours is common in project-based work, and there is a concern that if certificates are given for this, junior employees may also start demanding similar recognition. It is important for your company to issue certificates consistently, regardless of the type of work.
Investing time and effort in selecting job candidates is an essential responsibility of senior management personnel. Instead of focusing on the symptoms, efforts should be directed towards addressing the root cause.
Job interviews are typically conducted for two main reasons: company expansion/diversification and filling vacancies due to employee departures. While the former serves a greater purpose, the latter can be controlled. I suggest analyzing the job interviews conducted in the current calendar year to determine the proportion related to filling vacancies. By implementing strategies to reduce employee turnover, senior management involvement in interviews can be minimized, allowing for more time to focus on other tasks.
For Ms. Megha M: Having differing opinions does not equate to disrespecting your views; differences can exist within a framework of respect. Please understand this perspective.
Thank you,
Dinesh Divekar
From India, Bangalore
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