Human Capital Musings!

a peek into the human capital world…

Archive for the tag “HR Communication”

Feedback to candidates… Do we care more or less?


Just get into the candidate’s shoes or wear his hat.

X Consultant solicited your professional resume for a job which you were not desparate; the person – consultant – who spoke to you assured that this is the best that could happen to you in your career. With an afterthought, you consented. A fortnight later, you call him up. He is busy in a meeting, unwell, or there is no response!

How does it feel? And would you ever go back again, to such a consultant? But day in and day out that is what most of us in the headhunting business do!

And that precisely is the reason that you don’t seem to build the kind of fabulous network that a winning recruiter does and wins too!!

Never be hesitant to get back to a job-seeker, with a feedback that is status quoist or even negative. Remember, the cause is none of your fault!

It is just that there was a mismatch between what the organization sought and what the jobseeker was able to offer on the table (just the interview table!) And how many job-seekers you think will take offense by your honest communication? None at all! In fact, the tendency would be to tell you, “its ok, please let me know when there is another opportunity!”

That sets the chain going! So make this a promise to you!! Never ever keep a candidate in the dark about the status! And here, you do not need to worry about one, who is getting through to the next round or gets the job offer! To him, you will anyway communicate as it is in your interest (and bill)! Take more care of the person, who did not get through with this client!! Tell him, this is what the client felt, this is where things went wrong or just that there was someone better! Or just that the company had nothing to communicate back on his candidature!!

A saner person understands… even if not at that moment you communicate, later when he broods on the matter!!

The successful recruiter will be one who reverts to each of his candidates with a timely feedback!! Scan through or speak to anyone in the recruitment fraternity and they would testify this fact!!

So, to how many of your candidate referrals did you speak today with a honest and timely feedback?? Take a few minutes off, and do it now! Be assured it will be worth the time you spend weighed in gold!!

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Musing on HR Communication.


I am one of the strong proponents of a strong HR Communication function as an integral part of the overall HR organisation. I also think that with the advent and integration of social media and the likes, and the age of the over-informed employee, it is only a prerequisite for an agile and successful HR function.

Some of my reasons for thinking so…

  • There is no denial that the HR leader and those in HR would be equipped by them self to inform the stakeholders about what is relevant and what HR deems as significant. This is now mostly restricted to HR operations, HR administration and EE related info. But given the constraint of time and ‘resources’, most of the times there is no emphasis on the import of a proper communication design. Having one by making the HR Communications pro take charge, will only greatly enhance the image of the HR function – this over a period of time. HR, as the proponents of the ‘employer brand’ MUST also ensure that even in the mundane, excellent standards and style of communication is in place. Who else  but a professional who is a combination of a HR and a communications pro to usher in this ‘best practice.
  • While HR facilitate the entire gamut of activities on the people front – from pre-entry to post-exit, a lot of times, even the best of ‘employer brands’ tend to screw up and self inflict ‘brand image’ injuries on themself, just because they are not equipped to deliver the right ‘communication’ – not the verbal stuff, but by the letters, mails etc. The HR Communications pro will take up the task of creating task specific communication templates (not static, but dynamic and audience specific).
  • HR is yet, by and large seen as the facilitator to the line management on a whole lot of people related activities – recruitment,  T and D, performance management, and so on. A well rounded HR Communications pro, who is fully conversant with the org and its HR, will be the best person to ensure that the ‘perception’ of the line management towards HR as a facilitator moves up the ladder. While the people in the core HR function can be seen as ‘content’ and the HR Communications pro ought to be the ‘delivery’ channel for HR.

Like can be seen above, the HR Communications professional who is an integral part of the HR team, can add a lot more ‘perceived’ and ‘tangible’ value to the HR Organisation – mentioned above is just a sampling of the value add.

To the question as to why the corporate communications or PR function of the organisation is not enough to add this value – the answer is this:

In most cases they are more glued on to macro image management, internally and externally – that may or may not have a desired impact with the employee and all the stakeholders. Also remains the fact that, the PR/corp comm people are fully engaged only in media related communication, which add only ‘leadership image’ value.

The HR Communication professional is the one who could play a great role in the ‘employer branding’ internally. And that can only add to all the buzz of ‘external branding’.

Its akin to creating the internal walk for the external talk.

Organisations successfully ‘walk the talk’ if a HR Communications pro is in place.

In HR, communication does have power! or does it??


How many of us think that performance management is just one of those annual HR rituals where a bunch of forms are shoved in across all the employee desks, with a prayer that there be godspeed in the exercise getting completed without any employee issues.

This is just a wish, and reality is far away.

Jack Welch is quoted to have said this on performance management (ranking): “Ranking has been portrayed as a cruel system.  The cruel system is the one that doesn’t let anyone know where they stand.”

And where they stand can be only clear, when each engaged employee/partner is communicated of how his contribution to the organizational goals and revenues will be measured.

A lot has been said and written about how it is important and crucial to manage performance in an organization, not much emphasis has been laid on the importance of communicating it to the members of the organization – at all levels.

This leads to a lot of confusion, uncertainty, and most of all, shock and surprise when in the middle of the year/end of the year, the employees are measured, reviewed, and  evaluated by a process which they are not even prima facie aware of.

A lot of  times, such a performance management exercise, which is truly objective and equal to all gets perceived to be biased, and partial; the only culprit in this whole event is the absence of a well laid down communication strategy – within the organization to all internal stakeholders.

That strategy which will, well in time, at the beginning of the period or year under review, state in writing to each and every employee the measures and attributes by which his/her contribution will be done.

Lack of such communication will also have an adverse impact of the really performing lot in the team. Whilst they give in their best, which would have exceeded their division and business objectives, they would see that their not so performing peers also seem to hold the same stature and growth in a ‘patriarchal’ management (perceptions matter a ton).

This can be highly dangerous to the overall health and long term growth of the company. Unless people see a visible difference between where performers will stand – higher – and where non performers will stand – lower or out of the organization – the best of  performers will desert the organization.

Communication, in the right time and in a very transparent manner (with all the measures quantified, sans any scope for bias), will be a decisive differentiator that would enable all concerned to view the process as legitimate and objective. And once this happens, tremendous amount of discipline comes by in the way everyone views the short term and long term goals. And they also know how and where they will grow within, with the kind of work they do in the period under review.

This highlights the critical nature of the performance communication process, and the time and energy the HR team, the SBU heads, and the CEO ought to spend in making this exercise possibly the best communication amongst the employees. If there is one single exercise that would contribute directly to the top line and the bottom line of the organization, it is PERFORMANCE COMMUNICATION.

The best way to do this will be to create a sort of ‘war room’ that takes care of the whole communication process – planning, vetting, implementing at all levels top down, ascertaining feedback on whether everyone had understood their goals right through. And post the actual performance process, a check on whether what happened is as per the communiqué to each of the employee.

I am confident that those organisations which do not have such a process in place will do so on a war footing!

So, does HR Communication/performance communication matter?

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