From the Ask Tom mailbag:
Question:
After reading yesterday’s post, I have a question for you on using someone other than the MOR (Manager Once Removed) for the control of the hiring process.
What are your thoughts on using a truly professional “Human Development” person (much more than an H-R admin) for leading the whole process of determining the economic value of the open role, required capability, the relevant behavioral questions and screening candidates versus the agreed upon hiring criteria?
Several companies are now using a very high level (“C” level) and qualified person in this role. It seems better positioned to achieve the company’s culture alignment, finding and growing both new or existing persons to their full potentials.
Response:
Most HR roles suffer from the same dilemma I talked about in my last post. The biggest mistake most companies make is underestimating the Time Span capability required for success in the role. And I don’t think they are trying to be cheap in their approach. I truly believe they misjudge the value of the HR role.
Your question was carefully worded to include “C” level (Stratum IV capability). This person can bring a lot to the table in terms of resources, focused time and expertise.
Here is the problem. An internal HR professional is rarely in a position of accountability for the output of the team. One of the primary elements I hold a manager accountable for, is the composition of their team. Understanding the cascading goals which flow from one Stratum to the next, it is the Manager Once Removed who will have in line accountability for the output of the Hiring Manager (one Stratum below) and the output of the team (two Strata below).
The issues, related to accountability, lead us to role of the Manager Once Removed and the Hiring Manager as the drivers of this process. Internal HR professionals can be valid (individual) contributors, yet, an attempt to relieve the MOR and the Hiring Manager from culpability, muddies the water and creates ambiguity. Ambiguity kills accountability.
“Ambiguity Kills Accountability”
Tom this line poked me in the eye like a sharp pencil.
In the hiring process the requisite step of the MOR is necessary to continually maintain the Strategic view and knowledge of the capabilities to fill the role. The only way this ambiguity can be overcome is by keeping and clarifying accountability and necessary work to complete in the role.
Mike, Nothing like a sharp stick in the eye. -TF