The general practices of hiring individuals in India need to be updated. Despite having a proper hiring channel, the companies hire individuals who must be more competent to lead the organizations.

Based on my experience, I have worked out some significant setbacks and mistakes in the general hiring process. Taking heed of those could help find talented individuals for every industry in India. 

Vague or no defined Job Descriptions

Job descriptions play a critical role in the hiring process as they serve several vital functions, like defining the scope of the job. Generally, most organizations in India need to make a job description with result oriented matrix which is measurable. They need a clear idea about what work they will take from an individual.

A JD clearly outlines a particular role’s responsibilities, duties, and requirements, which helps attract suitable candidates and ensures everyone is on the same page about the position’s expectations. 

A well-written job description with measurable parameters can help attract deserving candidates by highlighting the job’s key responsibilities, qualifications, assessment criteria, and the future matrix for the candidate. When the candidate is selected, the HR department usually feels that their role is over, and the part starts from there on how to align the person with the company goals.

It is the crux of the problem, as with a well-defined job description, it becomes easier to evaluate the performance of an individual. 

The communication medium in the interview

Most of the time, HR people try to take interviews in English, where the candidate may need to be more comfortable. The assessment of candidates is impacted as we can’t find the person’s real personality in such cases. 

Moreover, some jobs don’t require English speaking at all. Therefore, the candidate should be judged on the job profile, and communication medium should be used according to the job requirement.

English has become a tool for accessing the candidate, which has become a major challenge as sometimes HR people run down the person sitting in the interview with the English speaking. 

Rather than interviewing a candidate, they start giving their interview by showing the candidate how good they are in English.

In India, the level of one’s English can vary greatly depending on a candidate’s background and education, and it may not accurately reflect their ability to perform the job. 

Additionally, it is not uncommon for highly qualified candidates to feel nervous during an interview, which can impact their ability to communicate effectively in English.

The people who have been working for a longer time in any organization don’t know how to give interviews as they were working in an organization for a more extended period and not exposed to discussions, so they might not be suitable for consultations on the other hand, What specific changes should be made to the hiring process in India?

How can HR departments better assess candidates’ qualifications and abilities beyond their English language skills?

What steps should companies take to verify the authenticity of candidates’ resumes and other documents? People who have been hopping jobs become experts in interviews as they keep giving interviews regularly. English has become the first language in corporate India, which is a significant cause of concern as HR people feel that important for the candidate to speak fluently.

Ignoring Family Background

Generally, in Indian culture, individuals who are excellent in academics turn out to be bad managers as they are not very social. Their focus was always on their studies. They may be good in memory tests or IQ, but social skills are essential for making a manager. 

The points that need to be focussed on while hiring people in India are the background of the family, the role of father and mother in the upbringing of that person, sports played in school, college, etc. 

The non-academic content should be considered to gauge the aptitude and approach of the individual. It is possible that the subject in which the person has majored is not the core strength of that person.

The Less Weightage on Background Check 

The HR people hardly have 5 to 10% of the weightage for the background check of individuals. It should be worth 60 per cent of the interview process.

This is because the person who performed excellently in the previous organizations will also have a high chance of performing better in the new organization.

If the person is fresh, we need to check whether the status he gave in the interview is accurate or whether he has lied. In the discussions lying is very standard practice.

They are not confirming the authenticity of salary slips.

It is a standard practice for the interviewees to lie during the interview. The HR people also need to be smart enough to understand if some fake experience is added to the resume of individuals. 

Moreover, there are events when candidates appear with fake salary slips and certificates. HR people should have a standard procedure to verify all these documents. 

There are better ways to confirm than calling people on the phone. Companies should hire an agency that can verify these facts personally.

By not linking Individuals to the Company’s Financial Goals.

The work of the HR department continues after conducting the interview and selecting a person. One of the HR department’s significant challenges is linking the hiring person to the company’s financial goals.

The JD needs to have a clear role after joining the review process. Linking hired individuals to the company’s financials always needs to be included.

It indirectly affects performance evaluation, loss of incentives, slow career development, and termination in some extreme cases. 

It’s essential for companies to regularly assess the performance of their employees and provide opportunities for growth and development, including training and support, to help them meet their financial goals and contribute to the company’s overall success.



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Final Thought

The general practices of hiring individuals are hard-knitted within Indian culture. There is a substantial need for the HR departments to reconsider their hiring strategies and focus more on the potential of the individuals rather than their academic backgrounds. 

Developing a strong set of unorthodox questions would make it easy for HR people to find the best-talented individuals for the relevant companies.