Creating destruction

In the Cover Story of BusinessToday we can read about Microsof in India:

"We look for talent. Full stop. We don't stick with one sector or not only to high technology," says Joji Gill, Senior HR Director— Microsoft India.

When you want to hire talent, the next day responsibility is to retain it, because you want the hiring process to become an investment rather than a cost

In reference to how do a candidate can become a member of the team, he explains:

"We are not looking for skill sets, but we are looking at what the potential candidate's fundamental DNA is and how we can scale him. The question we ask: 'Is he a Microsoft hire,'" says Gill. And what DNA is Gill looking for? People who have initiative and can work without too much of direction. And, yes, somebody hierarchical will not survive in Microsoft.

"While, some new talent comes through incremental headcount each year, there's also new talent that comes in form of replacing low performers," says Gill. Creating destruction has to be a part of any innovation factory.

I would say that this is not only for companies in the high tech domain, but for any organization not willing to loose knowledge along the time, by retaining only the low performers.

Getting people on board with a higher commitment, and skills matching with the company requirements, is a must for the management in all the levels of the organization. 

If a hiring mistake  arrives, there are several formulae for correcting the disfunction between capabilities and skills versus the current responsibility/position in the company, but at the end it is worth to go for replacement, as soon as possible, and invest, again, in an proper hiring process