Q&A: Talent Acquisition and Managing Your Team by Charu Sethi Budhiraj

Question: What led you to follow a career path in Human Resources?

I've been in the HR industry for about 15 years now. It all began during my college days, when I completed my Masters in HR, management, and finance. My interest in management started early on, and I got my first taste of HR through an internship in recruitment at a startup. This experience sparked my passion for the field.

I then worked in internal hiring within an IT organisation, gaining exposure to various roles like finance and HR. After that, I spent nine years at a big data analytics startup, focusing on hiring in AI and machine learning. During this time, I received several promotions and eventually led the global talent acquisition team for India and North America.

After over a decade in the industry, I felt the need for a change and joined Microsoft. While the scope of my role wasn't vast, the experience of working for such a renowned company was invaluable. I learned a lot about corporate culture, processes, and business operations, particularly at Microsoft Azure, a leading cloud service.

Unfortunately, my team faced layoffs due to certain circumstances. Subsequently, I decided it was time for me to seek new opportunities.  This led me to my current role at CEEW, a non-profit organisation focused on climate research and sustainable development. Here, I head talent acquisition, contributing to impactful work in policy research and helping shape public policies for India's sustainable future.

Question: What is internal hiring? Can you shed some light on this topic?

When we talk about hiring, especially internal hiring, it's about recruiting within our own organisation rather than for external clients. Let me explain further.

During the initial phase of my career, I spent about three years focusing on external hiring. This involved sourcing candidates, conducting interviews, and managing offer negotiations for clients outside our company. However, when it comes to internal hiring, the process shifts significantly.

In internal hiring, my main responsibility is to recruit for our organisation's own roles and positions across different departments. This includes understanding the requirements, sourcing suitable candidates, managing the selection process, conducting interviews, finalising offers, and overseeing the onboarding process.

The key difference lies in working directly for our organisation's needs rather than catering to external client requirements. This shift in focus is what led me to transition to internal hiring and focus on recruiting for our own teams and departments.

Question: What sparked your curiosity and interest in talent acquisition specifically?

I find talent acquisition fascinating because it's a unique aspect of HR. Unlike other HR facets like performance review or learning and development, talent acquisition involves both internal and external aspects.

As a recruiter, I get to collaborate internally with teams, understand roles, and also manage the external side by networking, headhunting, and keeping an eye on market trends and pay scales. It's the only role in HR that offers this dual perspective, which I find really engaging and rewarding.

Question: What commonalities have you observed in hiring practices across organisations of various sizes?

One common factor I've noticed in hiring practices across organisations is the focus on tapping into passive talent and ensuring quality. While the specific recruiting processes, interview rounds, and compensation packages may vary between companies, the emphasis on sourcing high-quality candidates remains consistent.

This ability to identify and attract top talent from the market is key for recruiters across different types of organisations, whether they are big corporations or startups.

Question: What are some building blocks for accessing the right talent, especially in today’s competitive market?

You know, in today's competitive market, it's not just about offering a good salary to attract talent. For me, the most important thing is the company's culture. I've seen many people prioritise a positive work environment where they can thrive and see themselves growing in the long run. Let me give you an example. We've had candidates join us for less pay than what they were earning elsewhere simply because they found the company culture more supportive and fulfilling.

When it comes to hiring for critical roles, I believe in thoroughly understanding the candidate's profile and approaching them in a way that shows them the value of our organisation. Building a strong relationship with candidates through transparent communication, regular follow-ups, and providing clear information about our company and the hiring process is crucial. This not only reduces offer dropouts but also ensures that we bring in quality hires who can truly contribute to our organisation's success.

Question: How do you differentiate when hiring for entry-level positions with intense competition, where candidates may prioritise compensation over company culture?

When hiring for entry-level positions, candidates often prioritise compensation due to their circumstances, such as being more flexible with relocation and not having family commitments. On the other hand, senior candidates with families tend to prioritise stability and overall job satisfaction over just compensation.

We also consider factors beyond compensation, such as company culture, benefits, location, team, and work quality, to attract and retain the right talent. Different roles require different selling points, whether it's emphasising stability for senior roles or highlighting a positive work environment for junior positions. It's about finding the right balance and taking a strategic approach to recruitment.

Question: How do you position yourself as an HR professional when your startup lacks competitive compensation but seeks to attract top talent?

As an HR professional in a startup with limited compensation resources but aiming to attract top talent, I approach this challenge with both internal and external strategies.

Internally, we focus on building our brand through platforms like LinkedIn and our career page, actively sharing about our company on social media, and participating in relevant industry groups. These efforts aim to attract talent and increase our visibility in the market.

Externally, I understand the motivations of candidates and emphasise the unique opportunities our startup offers, such as a dynamic work culture, significant visibility and voice, and the chance to contribute meaningfully to our journey. It's crucial to be transparent and align our pitch with the candidate's goals, showcasing why our startup is the right fit for their career aspirations.

Question: What were the most significant lessons you learned during the most challenging period of your recruitment journey? Reflecting on this, what key insights would you now share with a mentee starting out in the field?

During the toughest phases of my recruitment journey, I discovered that the most critical lessons weren't solely about technical aspects but revolved around people management and leadership skills. It became clear to me that being a successful recruiter isn't just about closing deals or navigating challenges; it's also about effectively managing your team and fostering a collaborative environment.

One of the key insights I gained was the importance of being a team player while still being a top performer. It's crucial to find a balance where you can excel individually while also taking everyone along on the journey. This involves being collaborative, approachable, and supportive as a leader. Encouraging open communication and creating a culture where team members feel comfortable reaching out for assistance or guidance is essential.

Moreover, effective leadership extends to recognizing and appreciating the efforts of your team members. Small gestures like appreciation notes or acknowledging their contributions go a long way in boosting morale and motivation. Building a positive work environment where everyone feels valued and motivated is integral to achieving success in recruitment and team management.

These insights transcend technical skills and are fundamental to becoming a successful leader in the recruitment field. As a mentor, I would emphasise the importance of people management, effective communication, and fostering a positive work culture for aspiring professionals starting their journey in recruitment.

Question: What common misconceptions do you think young leaders often have about leadership when they are promoted in any domain for the first time?

As someone who became a manager after seven years of experience, I understand the misconceptions young leaders often have about leadership when they're first promoted. Many think that being a natural leader automatically makes them effective managers, but I've learned that effective leadership comes with experience and understanding your team deeply.

It took me several years of working with different organisations and teams to realise that leadership isn't just about managing people; it's about aligning their strengths and weaknesses with the goals of the organisation. Each team member is unique, and as a manager, it's crucial to recognize their aspirations and capabilities to ensure quality work and success for everyone.

I believe leadership is not something that can be rushed or learned quickly; it's a journey of continuous growth and learning from experience. It's about adapting your leadership style to fit the needs of your team and the organisation, which takes time and dedication.

Question: Do you think leadership is fungible?

From my perspective, leadership in a corporate environment is vastly different from other experiences, like managing a cricket team or household staff. In a corporate setting, you encounter diverse dynamics, targets, politics, and work pressures that require unique skills and adaptability.

While personal experiences may offer some insights, navigating the complexities of corporate life demands a deeper understanding of team dynamics and organisational goals. It's essential to recognize the individuality of team members and allow them the space to perform effectively. In summary, corporate leadership involves distinct challenges and cultural nuances compared to other roles.

Question: What are your thoughts on the idea that being a great performer automatically makes one a great leader, but the reverse may not necessarily be true, where a great leader doesn't always have to be a great performer?

I believe there's an interesting distinction between being a great performer and being a great leader. While many assume that excelling in one area naturally leads to success in another, my experience has shown me otherwise.

Firstly, let's talk about high performers. These individuals are often incredibly skilled at their jobs, whether it's in product management, creative roles, or any other domain. They know how to achieve results, meet targets, and maintain a high standard of work. However, when it comes to transitioning into leadership positions, they face unique challenges.

One major challenge is the expectation they set for their teams. As high performers, they have a certain way of working, a specific standard they adhere to, and they naturally expect the same from their team members. This can create friction and frustration when team members don't meet those lofty expectations.

Moreover, high performers may struggle with people management. Leadership isn't just about delivering exceptional work individually; it's about guiding and empowering others to do the same. This requires a different set of skills, including communication, empathy, and the ability to understand and motivate diverse teams.

On the flip side, effective leadership isn't solely dependent on technical prowess. A great leader doesn't necessarily have to be the best performer in terms of technical skills. Leadership is about more than just expertise; it's about vision, strategy, communication, and fostering a positive team environment.

I've seen cases where individuals who weren't the top performers technically turned out to be exceptional leaders. This is because leadership skills can be cultivated and honed over time with the right training, mentorship, and experience. It's about striking a balance between technical competence and people-management abilities.

One crucial aspect of leadership that I strongly believe in is leading by example. This means not just setting high standards but actively demonstrating the desired behaviours. As a leader, you need to show your team the way, support them, and work alongside them to achieve goals. It's about being in the trenches with your team, rather than just giving orders from above.

In summary, while being a great performer is undoubtedly valuable, it doesn't automatically translate to being a great leader. Leadership requires a unique skill set that goes beyond technical expertise. It's about understanding people, inspiring them, and leading by example to drive collective success.

Question: What's a skill that many overlook during hiring, thinking it's not crucial, only to later realise its significance?

I believe one skill that often gets underestimated during the hiring process, only to be recognized later for its importance, is prioritisation. In talent acquisition, especially dealing with various roles and organisational dynamics, knowing how to prioritise tasks is key.

Without this skill, it's easy to feel overwhelmed and struggle to deliver results efficiently. Managing multiple requisitions simultaneously requires a focused approach to ensure everything gets done effectively.

Question: How has hiring changed in the past decade from traditional methods to digital platforms, and what are your predictions for the future with advancements like AI?

I've noticed a significant transformation in the hiring process over the past ten years. Earlier, employers held the upper hand, but now candidates have more control and can decide where they want to work.

This shift towards a candidate-driven market has been accompanied by a move from traditional paper-based methods to digital platforms. AI has played a crucial role in this evolution, especially in areas like sourcing and assessment.

Looking forward, I believe there will be a notable change in how we approach hiring. Currently, the focus is largely on technical skills, sometimes coupled with soft skills. However, I predict a shift towards prioritising soft skills even more.

While technical abilities can be taught, a candidate's behaviour, cultural fit, and interpersonal skills are equally vital for long-term success in a role and within a team. This shift will likely lead to a more holistic approach to hiring, considering various aspects beyond just technical competence.