Platt Perspective on Business and Technology

Some thoughts concerning a general theory of business 23: considering first steps toward developing a general theory of business 15

This is my 23rd installment to a series on general theories of business, and on what general theory means as a matter of underlying principle and in this specific context (see Reexamining the Fundamentals directory, Section VI for Parts 1-22.)

I have been discussing a series of what can perhaps best be considered exceptions scenarios, that would arise in the hiring process in a business, in this series since its Part 20, alternating between discussion of these specific business process issues, and more general theory of business considerations, that I have been exploring by way of these special case contexts. For smoother continuity of narrative, I repeat my four hiring scenario list, with a goal of addressing its third entry here:

1. More routine hire, hands-on non-managerial employees, and I add more routine and entry level and middle managers – versus – the most senior managers and executives when they are brought in, and certainly from the outside.
2. More routine positions, managerial or not – versus – special skills and experience new hires and employees, hands-on or managerial.
3. Job candidates and new hires and employees who reached out to the business, applying as discussed up to here in this narrative on their own initiative – versus – those who the business has reached out to, to at least attempt to bring them in-house as special hires and as special for all that would follow.
4. And to round out this list, I will add one more entry here, doing so by citing one specific and specifically freighted word: nepotism. Its more normative alternative should be obvious.

And I begin addressing Scenario 3 by pointing out the similarities that can arise, and the overlap that can occur between this and Scenario 2. Both involve a business coming to realize that it needs to hire one or more very rare, high demand special-case new employees, at whatever level they would work at on the table of organization. This makes these hiring processes, seller’s market oriented with advantage held by any who can convincingly present themselves as fulfilling the wish list requirements of the hiring business. Both involve situations where more possible employers, quite arguably would wish to hire these types of people than there are actual job candidates – and certainly ones who are looking or willing to look for new work opportunities elsewhere. But even with all of that held in common, these are two distinct and separate special exception hiring scenarios.

• First of all, a really proactive, entrepreneurial professional who has skills and experience that are coming into high demand and need, and at levels the market cannot meet, can reach out to hiring managers and potential hiring managers at businesses that they would like to work at, and basically make sales pitches directed towards starting a conversation. Their goal in that would be to discuss the possibilities of what they could offer, that would specifically bring benefit to that business and to the people there who they get to meet with.
• A business in question, and at least one of its hiring managers have to have thought all of this out first, for a Scenario 3 as offered above to apply; a potential job candidate and new hire can reach out to inform and to provoke that type of thinking process, making an initial effort in order to explore their possibilities and see what they can develop. In Scenario 2, they can easily be the more proactive participants in this. In Scenario 3, it is the potential new hire catch, who would be reactive and the potentially hiring business that would be more proactive in setting this type of process in motion.
• And to cite one other at least potentially significantly differentiating detail here, Scenario 2 tends to apply more for finding and securing special here-and-now hires, and with a goal of keeping the business cutting edge and competitive from that in some rapidly changing, generally technical functional area. What is hot enough in the jobs market to qualify for Scenario 2’s preferential treatment today, is probably going to cool down enough and in a relatively short period of time, to fit more smoothly and realistically into that company’s routine candidate selection and new hire processes and procedures, and from the early job description preparation and initial candidate screening and filtering process onward. And this can happen very quickly, making Scenario 2 into more of a narrow window of opportunity phenomenon.
• Scenario 3 candidates on the other hand, and the people that a business would want to convince to become candidates, might fit that pattern. But this scenario is also were businesses reach out to special possible hires who would offer long-term defining value too, such as marketing or sales professionals with a well established golden touch track record, or senior executives who have proven track records of stellar excellence as visionary leaders and managers. I write here of having more persistent soft skills excellences, versus simply having a more state-of-the-art based, ephemeral technical skills edge.

With that offered as a starting point for discussing what Scenario 3 actually is, let’s consider it and I add reconsider Scenario 2 again, from a game theory perspective. And I begin addressing that, by picking up on the last sentence of the immediately preceding bullet point description, and the basic message that I seek to convey through it, and with timing considerations.

• Any specifically short-term, time limited Scenario 2 advantage that a prospective job candidate might hold in a hiring process there, would of necessity significantly shape the strategy that they would pursue, and I add that the hiring business would pursue too, when meeting and negotiating with them. This biases all that would transpire on both sides of the hiring negotiations table there, and in terms of short timeframes and in terms of strategic and game strategy considerations that would support them.
• But a Scenario 2 candidate who is hired, is in most cases going to want to continue on at that job for longer than just the perhaps brief span in which their special skills that brought them there, still retain their special edge. I am not suggesting that they would want to finish their overall career paths with this employer: only that they would want to have a say in how long they remain there, and on what they can develop and take with them from that experience, as and when they do move on. This gives them positive incentive to think and plan in terms of longer-term career strategy too, and according to a game theory approach that would promote and advance their interests along that timeframe too. And this might in fact be at odds with a strictly short-term interest and short-term planning strategy and game theory approach that they might take if only thinking in terms of getting hired in the first place.
• And a Scenario 2 hiring business, would see compelling need to pursue an at least short-term compatible hiring strategy and game theory approach at first and when negotiating to bring in such a new hire. But as an ongoing organization, they would also have to consider and take on a dual approach there too, building from day one in the hiring process for longer term viability in any hiring agreements reached.

And with this, I raise the issues of dual and competing strategies and their game theory implementations, and the need to reconcile and coordinate between them, to find what for a participant would be their best, more timeframe-independent path forward. I will continue this discussion of Scenario 3 (and of Scenario 2 as well) in my next series installment, and will then move on to Scenario 4, which I offer here in this series as one of several potentially toxic hiring scenarios. And after completing that line of discussion, at least for purposes of this series, I will step back from consideration of general theories of business as a special categorical case, to delve into a set of what have become essential foundation elements for that discussion, with further consideration of general theories per se. And looking ahead, I will then turn back to the more specific context of theories of business again, where I will begin using this newly added, more-general foundational material in its more specific context. My goal there is to follow the discussion of business hiring processes and their exceptions that I have been pursuing up to here, with one that focuses on the new hire probationary period and its dynamics. And I will use that as a source of special case examples, in order to develop and present more general theory of business considerations.

Meanwhile, you can find this and related material about what I am attempting to do here at About this Blog and at Blogs and Marketing. And I include this series in my Reexamining the Fundamentals directory, as topics section VI there, where I offer related material regarding theory-based systems. And I also include this individual participant oriented subseries of this overall theory of business series in Page 3 of my Guide to Effective Job Search and Career Development, as a sequence of supplemental postings there.

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