Clear the way for your perfect workforce

In the last issue of Network HR, Allan Nee of Baode Law in Tianjin wrote a detailed and insightful article about China's new Labor Laws. Allan offered a myriad of fantastic advice, from hiring strategies to termination procedures. However, there was one factor he mentioned that really captured my attention - transparency. Allan discussed transparency when implementing new policies and guidelines, but I want to focus on transparency and how it can relate to recruitment. More specifically, how Human Resources can create transparency by involving your existing staff in the recruitment process.

Let's begin by describing a common scenario in China's HR landscape. Your organisation has a vacancy for a management position that is well-paid and highly sought-after. You receive an imposing pile of résumés from applicants all over China, including some from within your own organisation. While finding the right person is a daunting task, you go about the process thoroughly. You read all the resumes and interview candidates on the phone. You create a shortlist and interview candidates in person. You check their experience and qualifications, and then double-check. Eventually, you find a candidate with all the right qualifications and the personality that you believe will fit in perfectly with your organisation.

As your new hire settles down at their desk for their first day, you feel proud of your work. Unfortunately your colleagues may feel a little different. There is disquiet in the ranks. Your team does not share your enthusiasm. In this situation, the odds are that your colleagues are not upset at the person you have hired. Indeed if you have done your job as well as you believe, there is every chance that your new star will assimilate well and help create a strong team in the future. It is more likely that your employees are upset because they were not consulted and not involved in the process. They see your new hire - a person who will be making decisions that will affect them directly - and they know nothing about him or her. It is easy to understand why they may feel a little uneasy.

Involvement

If over the subsequent months, your hire works out well and your team accepts their new colleague, then transparency is not an issue. However, if the hire is not immediately successful and there is unhappiness amongst your pre-existing employees, then they will ask questions. "Why did you choose this person?" "Was he or she really the best candidate?" "Did you have any ulterior motives in making your choice?"

Involving pre-existing team members in your recruitment process will pre-empt such questioning and provide three key benefits:

1. It shows publicly that your recruitment process is fair and balanced. In a worst case scenario, this helps you defend against charges of preferential treatment, guanxi or discrimination.

2. It could help you to find the best person for the role. Who better to ascertain whether a potential hire will fit into an already closely knit team than a member of that very team?

3. Involving your current team will work as a great way of showing them you care about their thoughts and opinions.

Implementation

When the next big vacancy comes up in your organisation, what are your options if you want to make the hiring process transparent? For non-managerial vacancies, there is the relatively simple option of working closely with the department manager or supervisor. Ask them to run their eyes over the most promising résumés. Then, have them sit in on the interview process and offer their input on the final decision. This sounds pretty simple, doesn't it? In fact, I would imagine that you do this regardless. However, you could go further by involving other staff and getting them invested in the process. For example, you could follow these steps:

• Randomly select members of a team or department and allow them to view résumés and pick out the ones they feel are the most promising.

• Prior to interviewing, canvas your employees for important questions they would like you to ask the candidate.

• Have one member of the team sit in on the interviews. Ensure it is the same person every time for consistency.

• Meet with the whole department to share ideas and opinions on potential candidates. Have the employee who sat in on the interviews take the lead.