How to ensure Recruitment Precision?

Eklavya, a legendary example of lost talent due to lack of recruitment precision.
Eklavya, a legendary example of lost talent due to lack of recruitment precision. 

Eklavya – The Talent That Was Let Go Due to Lack of Recruitment Precision

A long time ago, there lived a boy, who had it all in him. To become the greatest archer of all times. A legend, that would be carried on across generations and ages. Sadly, he never made it. His genius was sacrificed to appease his teacher’s ego, the man he believed to be his inspiration. He was an evident case of lack of recruitment precision.

Yes, it’s the tale of Eklavya.

Eklavya, the blue eyed boy, who grew up to be a potential threat to the legend of Arjun, was one of the best of Dronacharya’s talent pool. The tale of Eklavya’s initial rejection at Dronacharya’s “gurukul” and his eventual “sacrifice” is widely known.

Evidently enough, it was Dronacharya’s bias for Arjun and the bias against Eklavya that scripted the Mahabharata as we know of it, today.

Eklavya and Talent – The Relevance in Recruitment Precision

While Dronacharya’s bias was more conscious, loud and clear, the bias that begets most hiring decisions are subtler.

And that’s why, the tale of Eklavya holds true for hiring programs even in a world dominated by technology and automation.

Let’s revisit the tale from a different perspective.

Dronacharya (the hiring manager) is looking to fill in a position (of that of an excellent archer). On the one-side he has Arjun (the street-smart talent), on the other, he has Eklavya (the self-contained talent). Dronacharya interviews both. While Arjun strikes the right cord right from the very beginning of the conversation, Eklavya fails to exhibit something similar. However, during the assessment phase, Eklavya’s skill set proved better than Arjun, but it was the first impression that decided the outcome.

Some hiring managers, if not all, are but manifestations of Dronacharya in different forms. If Mahabharata has taught us anything about talent acquisition, it is this, that talent should not be compromised with.

As humans, we look to hire people who resemble a certain prototype. People who agree to our train of thoughts, who resemble us, or have qualities or likings in common. And, that’s how the chain moves. Simply put, managers who go on hiring people, who are just as good as them, ultimately finish a hiring program that yields just average talent.

As a hiring manager, if you are looking at people who do things just the way you are doing, you have probably got it wrong. That single thought is the death of innovation. To put it in the words of Abraham Maslow, “If the only tool you have is a hammer, every problem begins to resemble a nail.

Getting Over the Bias – Ensuring Recruitment Precision

Now the question that logically arises is, how do you practice recruitment precision. How do you ensure the talent you are hiring is the right fit?

a. Firstly, move beyond first impressions to ensure recruitment precision. How a person appeals to you isn’t a measure of how he would fare at a given job. Conversations are good icebreakers, but not decision-makers. You have to ensure that you don’t let views, train of thoughts, lingo or any other factors unrelated to the job role influence your hiring decisions.

After all, we all know it was Dronacharya’s ill-habit of concluding on first impressions that ultimately led to his downfall.

b. Secondly, audit your existing style of assessment. Any assessment that aims to find the right fit for a given role should ideally comprise of 4 sections –

  • General Cognitive Ability
  • Leadership Skills
  • Innovative Thinking
  • Role-Based Knowledge

Don’t make your talent answer unnecessary questions. Simplify the way you assess talent.

c. And most importantly, if you are looking at recruitment precision, make sure your talent is aware of your employer brand. To ensure you make the most of your talent, it’s important to imbibe the vision of your brand in your talent. Remember, it’s today’s talent that paves your tomorrow. If your talent does not believe in your vision, or is even unaware of it, you may be heading nowhere.

Select the Swan – Employability Assessments

In Hindu mythology, from the early days of Rig Veda and Chandogya Upanishad, the bird has always been associated with sun and saints. The bird evolutionarily signifies “Beauty” and “Balance”. A swan is characteristically waterfowl and closely connected with water. It even nests near water bodies. Water is also symbolic of fluidity, intuition and creativity. Anatomically, Swans have known to have a sieve in the lower section of the beak. This is the reason why they are believed to have the capability to separate water from milk.

Select the Right Swan
Select the Right Swan

The connection

Employability Assessments are an attempt to recruit the swans of the corporate world. They are designed to find the candidate who can keep oneself grounded and balanced on earth, would loft to great heights in the air, and winding through business waters with magnificent elegance. These birds or conversationally, the employee help the organization to sail serenely through the tidal business waves. The waters are known, the environment is conducive and the business is ready to welcome the swan, but who is it going to be? What aspects would constitute the milk – read “Talent”?


It is the way the candidate gives a framework to the content that determines the initial structure. Structure gives a clarity to the thought-process. Style determines the qualitative fitment of a candidate with the existing ecosystem of the company. Structure and Style are extremely personal while the third aspect is quantitative; Content which is usually the data or the information. Written tests, and aptitude check would determine the capability of a candidate to express effectively.

Team playing:

Adaptability to any situation has been an everlasting personality trait that employers look for in most candidates. Just like swans, which would be mistaken for fragility but is a well-rounded and worldly bird, candidates should be equally comfortable in taking directions from a superior as well as always up for a feedback from juniors. Methods like group discussions, role plays etc. help determine this aspect of a prospective employee.

“IDEAL” problem solver:

The balance and grace in problem solving is an essential feature to be assessed. The ability to Identify and Define a problem are the first stages. Post the definition stage it is important to Examine the world of options, and then Act on a plan. This would enable you to Look at a probable solution. The Ideal problem solver can be assessed through gamifications, scenario based questions, case studies and so on.


Enjoys finer aspects in life? A huge expulsion of stamina for paddling to greater heights? Tranquil exterior but a volatile personality? Each attribute has a different manifestation and as an employer finding the true personality behind that human form is essential to attract, retain and satisfy the employee. If what motivates a person is found out as a part of the employability assessment, a large part of the post-employment puzzle gets right.


Fragility encompassing substantial energy to achieve the ultimate goal is the highest level of endurance expected from any potential talent. Most psychometric tests are assessing this inner level of endurance of a candidate.

Way ahead:

The methods that you use would vary based on the level and the domain you would assess for. But the qualities that you would look for largely would remain similar. We at HirePro, do not recommend life jackets but ensure employment of swans who would steer the business to greater heights be it “Adversity” or “Diversity” of the corporate seas.