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We'd like to learn a bit about how you might approach this job. Please go through and answer the below scenario questions...
Question 1:
The company is in an urgent need for a crucial role and a meeting is gathered with the founders and the concerned team members which includes you as a Human Resources Generalist. Few suggestions were arrived at the meeting on how crucial the role is, yet how rare the talent is to figure out, especially since the given role is very unique and even if we found a resource it would incur a heavy investment in getting them aligned to the organization. It has been decided that the team shall start an active lookout for the role and a referral fee will be announced to fill the role. Simultaneously, you are aware of a colleague at the company who may be interested in a similar role. You would 
  1. Inform the colleague about the role and the seriousness with which it’s being sought and ask to apply. This saves the company a lot of effort.
  2. Inform the team about the interactions you have had with this colleague. As they are already part of the organization, they can align much faster.
  3. Inform the team about the colleague and inform the colleague about the opening, so that both are better prepared to meet each other’s requirement.
  4. Based on the context, I’d leave it to the team’s discretion and not involve myself unless and until, I’m explicitly asked by the team to recommend.

Question 2:

Which of these options below, you think, should be the factor that a candidate must be looking for from a Deep-Hard Tech building Startup like CynLr, so that they are "inspired" and aligned at work and can thrive?
What amongst these options is the best to compete with the market and attract the "right" talent, that will contribute, value and stay with the startup?
1. A candidate who opines that a Competitive Pay with better pace of growth automatically encourages and attracts more talented minds. He/she is seen to appreciate the opportunity of getting to work with a filtered set of talented minds that encourage healthy competition and individual growthEye-candy perks, free lunch, etc isn't motivating the candidate enough and opines that in long term and the organization will start missing its goals, leading to eventual collapse. These are shortcuts and baits that especially startups fall into in order to compete for resources with established orgs. [Evident with the recent bubble & crash]. The candidate strongly believes that company's first duty is towards delivering to its stakeholders which includes Employees and Investors. (Provide employees with job security and investors with their return).
2. A candidate looking for exciting work & ample opportunities to learn and improve one's skillset. His/her opinion is stemming from the fact that companies often take shortcuts to balance with eye-candy perks like over-compensation, fancy work environment, etc which are unsustainable for a business. Being part of a visionary pursuit and inspiring work with balanced pay will make him/her be self-aligned and automatically design, demand, and create an exciting environment. The typical definitions of work culture may help run a company but not build one against all odds. Culture is an unconscious factor. Everything that we consciously infuse will soon be felt artificial and will lose employee interest to someone who can outcompete in the same perks. 'Work is the culture' is the mantra of this candidate. 

3. The candidate is someone who believes having a great motivating and calm work environment that influences productivity by making employees feel at home included with attractive amenities, and allowances are basic demands of Today's workforce. According to the candidate, it is hard to sustain and build a company without these amongst the market competition. 
He/ she also believes that Promoting a healthy Work-life balance through shorter working hours & workweeks, yearly vacations, etc. actually results in better mental health - Ideas come from the mind and a happy mind creates better ideas. Happy employees make happy customers and thereby a better-performing org. 

4. A candidate who regards that an organisation that is socially responsible will groom and attract better remuneration back from Society.
He/she feels that a Fair, transparent, and competitive pay with minimal gender disparity attract more loyal employees with a sense of belongingness & workplace pride which leads to minimal energy spent in mistrust and conflicts. A great work environment paired with social responsibility always results in attracting competent talent who feel a sense of purpose. The candidate opines that Founders/org's vision need not align with employees' vision, but they could still be contributing workforce - many do fail to recognize that.

Question 3:

Employee attrition is a common phenomenon that the Talent Management teams face at organizations across all scales - Startups, MNCs, Conglomerates etc. 

When an employee resigns, as a key contributor in the Talent Acquisition team, how will you assess the bottleneck problem? How will you determine if it's an hiring issue or a work culture issue or a management issue? Or probably a combination of all these? 

What are the means by which you'd gather information and how would you analyse the data, given the context? 

And finally, the deal makers / tie breakers ☻....