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Human
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PART 1 USING SUTRAS FOR RECRUITMENT

Inspired by Book Business Sutra written by Devdutt Pattnaik

24-Mar-15

Nehal Joshi

Master of Social Work, M.S. University of Baroda (2004-2006)

Introduction
I have in Human Resource Management since 10 years and have come across many western practices
which is being copy pasted to manage Indian companies and many times wonder that we Indians cannot
extract full advantage of such systems as our belief system is very different from western world. In the
year 2014 I came to know about Dr. Devdutt Pattnaik a mythologist and author of more than 15 books.
During my reading I came across his best seller book Business Sutra (2013) which surprised me a lot and
leaded my consciousness to appreciate Hindu mythology like never before. Through this book he brings
another perspective to manage people at workplace in Indian way by introducing equations or sutras
based on Hindu mythological stories. He has also given an interesting comparison among western,
Chinese and Indian beliefs and emphasized on applying management practice according to culture of
the land. This work has been appreciated by CNBC India, Economic times and many top business
typhoons of India. He has also spoken about Indian way of business worldwide through TED talks.
I have gone through book thrice and found that Devdutt Pattnaik is not giving a readymade framework
or a predefined step by step guideline but meant to expand readers gaze through equations or sutras
which can be applied to any given situation or problem. The sutras applied one would be having more
information about a person. What to do with that information is not suggested.
More about Sutras and stories I strongly recommend his excellent work based on his many years of
research. Here I have tried to apply equations mentioned in his book for human relationship practices in
a company; rather calling it is as human resource practices. Humans are seen as resources in western
terms while in India it is a Human being. It is about including human side apart from processes and
behaviors.
The article first shows Sutras and recommended practices based on them. This part is about applying
business sutra in recruitment process. The ideas are shared for interviewing any experienced candidate
irrespective of his function or role. The interview process can be seen as Yagna (ceremonial process to
get something) where Candidate is Devata (who will bring desired results for Company) and Employer is
Yajman (who is inviting him to do work for him to get desired result). This Yagna is successful when
candidates join and successfully starts delivering results, but the recruitment tool given here will provide
only way to look at the candidate in a more exploring way, not assure his future success. The questions
given here will probe the candidate to reveal about self as a person made of different beliefs. To
summaries, the purpose is not goal to select a best candidate as suggested in western management
1|Business Sutra for Recruitment

practice but to expand recruiters gaze of knowing a person appearing for interview that is Indian way of
management. Recruiter helps the decision maker to take call, not take call on his or her behalf.

INDEX
Topic

Page No

Part - 1 Questions to be asked during the interview?

Know about expectations of Candidate

Know about Job Knowledge

Know about preferable Organization Culture

Know about Coaching and mentoring pattern adopted

Know about working pattern with stakeholders

Know about overall Personality

Part -2 Interview panel guidelines which will put candidate at ease and help him to

express
Setting ambience for interview

Interviewer assumption for candidate during the entire recruitment process

Body language of candidate and interviewer

Verbal communication of interviewer during the interview

Panel member discussion after the interview

Conclusion and making offer

10

If not selected, increasing likelihood for next candidate selection

10

Part 3 What should be Management assumptions during selection, induction and

12

probation of candidate. This will help candidate to be himself without manipulative

belief system of others.
Annexure Business Sutras used in this article

2|Business Sutra for Recruitment

13

Part 1 Interview Questions all are prescriptive not exact or exhaustive, do not need to ask all, not
needed to ask in sequence, it depends on how candidate is answering and job requirement. These
questions are intended to know maximum about the candidate, interviewer discretion will always be
preferred.
1. Know about expectations of Candidate
a. How do you prioritize your expectation from next job in terms of Money, Position and
Knowledge? If you are asked to be given weightage in sum total of 100, what it would
be? What is the current weightage and where you are ready to compromise?
b.

How do you think that the profile offered in our organization will contribute to your
personal and professional growth? In terms of Emotions and Intellect to be more precise

c. What is your career strategy so far? What tactics you have tried?
d. Which of the past mistakes you still regret and what is your future planning to cover the
damage?

2. Know about Job Knowledge

a. Describe your hierarchy position in current company? What are your key result areas?
Any key performance indicators? Which performance area you like to enjoy working and
which area you dont like and hand it over to others? Are there any responsibilities you
want to add to your profile and organization is denying? Once handed over, which
things you still prefer to do by yourself thinking that it may contribute to your
productivity?
b. What were the different roles given by your current or previous organization? Describe
your significant achievement
c. Describe a case where you made a good decision? What was the situation (context)?
Who were the people involved and how you took them in confidence (subject)? Which
were your assumptions for taking calls? How this decision rewarded to you.
d. Describe a case where you made a wrong decision? What was the situation (context)?
Who were the people involved and how they were affected by your decision (subject)?
What was your approach later on? Which were your assumptions for taking calls? What
did you learn from it?
e. What data you give to organization which helps in decision making?

3|Business Sutra for Recruitment

3. Know about preferable Organization Culture

a. What is current organization turnover and profitability?
b. What is business strategy of the organization as per you? What are the tactics applied to
implement it?
c. Is there any review mechanism in your organization? If yes, what is frequency and
quality? You have some suggestions to make it more effective?
d. What has been discussed in last appraisal with your boss? Which area he wants you to
improve? Is there any area suggested by him looks literally impossible to you or felt not
in your control?
e. Which tasks or key result area or key performance indicator added last year in between
to your profile? Were they added with your consent?
f.

Which parts of profile is necessary for your productivity but you do not like it though
you believe its necessary and you are doing it?

g. If you have to suggest any person what kind of leader he should be? What you suggest
as top 2 strength area for him or her?
h. How do you rate your organization in terms of results and reward in terms of 5 point
scale and why? What suggestion you have in mind?
i.

Have you been in situation where your rewards were not enough, you later on tried to
convince management and in which way? Was it successful, how you find it now?

j.

Is your organization having practice of employee suggestions? If yes, are there any
rewards attached to it? If not, what is your suggestion you would like to give to current
company?

4. Know about Coaching and mentoring pattern adopted

a. What tasks now you handed over to others to look for more responsibilities?
b. Do you do appraisal of your subordinates? If yes, what challenges you find and how you
overcome from it?
5. Know about working pattern with stakeholders - Working with Supplies, Customers,
Government officials, Cross functional teams, Superiors, Subordinates
a. Who your stakeholders are as described above? What your company do and what is
your profile contribution to attract and retain them?
b. Can you describe a situation where each stakeholder demand was unique and you made
transaction happen by convincing and satisfying everyone to an extent? What you
4|Business Sutra for Recruitment

offered and what converted into successful deal, who were beneficiaries and who were
compromised? How you decided your preference? What did you do later so former
compromised later satisfied?
c. Is their mechanism provided by company to needs of stakeholders to top management?
What is your contribution?
d. How management or you ensure that decision taken is being implemented? What
difficulty you or management faces in it? Is there any mechanism to suggest effect of
decision taken? Are you currently playing a part in informing effect of decision making?
If not, how you try to inform management about it anyhow?
6. Know about overall Personality
a. How do you describe yourself as a person?
b. Under what kind of organization structure you want to work? What is your expectation
from your leader?
c. Give me an instance when your possession dropped, stolen or lost and what did you do
next?
d. Which are the rules and policies applied to your current role? Any suggestions you have
on it?
e. Any other expects or things we missed to ask and you want to tell us in order increase
your chances of selection for this profile?
f.

Have you faced any crisis situation in your life? What did you learn from it?

g. Have you appeared elsewhere in interview? Or in talk with current organization? Do you
have any other offers in your hand?

5|Business Sutra for Recruitment

Part 2 Interview Panel guidelines

1. Setting ambience for interview

a. Give good sitting arrangement and conditions, water on table, be courteous ask for tea
coffee
b. Office, furniture, treatment given will be valued by candidate
c. Our thoughts will be displayed in kind of office chair, furniture, rest rooms or tea cup,
paper, display idols putted in room, pen and notepad being used
d. If one of the interviewer sitting in panel has been loyal to organization for long time
candidate will feel more secured
e. Candidate will be more concern about physical things in terms of distance, time, CTC,
office sitting, AC, comforts offered rather than only thoughts
f.

The candidate must have documented proofs, in case of absence he should be present
reference

2. Interviewer should evaluate candidate appearing for interview with following assumptions
a. Interviewer must have higher subject knowledge where he is asking question.
b. If we are looking for loyalty than interview panel must consist of interviewer who is
working with organization since long term
c. Every candidate want will be different in terms of priority Wealth, knowledge, power
and priorities amongst them
d. There will be no exchange if candidate and our needs are not met
e. Our expectation from him and his expectation from us will be always high
f.

Negotiation will always take place whether we like it or not

g. If candidate may not like to change company even after appearing for interview, he can
think of satisfaction at current place and do not want to change further or get some
opportunity elsewhere.
h. Frequent challenging to candidates self image will conclude in defensive presentation
i.

Due to current organization culture candidate is performing , if culture changes he wont

be performing the same if hired unless he changes tactics, strategies of current working
style

j.

Candidate will assume that if better position is given he will change his work approach

6|Business Sutra for Recruitment

k. Candidate will more look upon and connect with Interviewers personality and attitude
before concentrating on interviewer expressing by words or things are being offered
during the interview.
l.

Even if candidate is coming from organization who runs on one man show, though
there will policies who is governing his behavior written or not. So keep asking questions
even if he says that no written things exist.

m. It is not necessary that in current organization he is following the rules by his will
n. Interviewer will dislike the candidate if he does not follow protocol so good candidate
talks might be neglected. Avoid this trap and be non-judgmental in evaluating a
candidate
o. Candidate may show his dislike about interview protocol e.g. documents asked but do
not mind he will comply but do not be judgmental, keep an open mind and evaluate
candidate on his presentation during the interview now
p. There may be good candidates who are good but do not get shortlisted due to not
qualifying essentials e.g. language, education.
q. It may happen that due to strong force of pre-interview protocol candidate may
produce fake supporting documents, be watchful
r.

Candidate will suggest to change interview protocol, but be nonjudgmental as it is

human tendency to live by own rules

s. During the interview if interviewer sees that candidate has not complied rule in previous
organization at any stage, but have resulted into some innovation, appreciate the
motive.
t.

We will naturally appreciate the candidate who has come with requirement of interview
protocol, but do not be overwhelmed by it, be nonjudgmental. Do check his capability
not only compliance

u. Come over from physical appearance or verbal communication, focus on thoughts

representation for evaluation
v. Also observe how he speaks about his subordinates, support staff. His behavior with
Receptionist or office boy can be observed to take note. The motive is he is also giving
significance to insignificant. For this take opinion of receptionist or other people he
interacted in interview process

7|Business Sutra for Recruitment

w. Closely observe in answers of the candidate that how he empower others to take
decision and support them afterwards
x. Always give time to think and have patience till candidate understand the question
properly and done analysis. Provoke him to think more
y. Focus on what candidate can do rather than things done complied with work given.
Appreciate work done out to profile scope.

3. Body language of interviewer and candidate - recommendations

a. Interviewer must not be judgmental, go for empathic listening and expand mind fullness
of self and candidate
b. Do not put candidate in any difficult situation which makes him fearful. connect with his
world
c. Connect emotionally to candidate. if we are not able to connect with emotion of
candidate it only reveals our insensitivity
d. Endorse mental image of candidate by nodding and not frequently challenging or
counter arguing imagination of candidate
e. Node, give validation, show empathy to candidate. It will put him in comfort situation
and remove anxiety of interview process.
f.

Do not give hard looks to candidate even if he is sounding not as you expected always
keep a caring gaze. Interfere with caution while he is expressing

g. Frequently check how candidate is responding, if we see ourselves friendly but

candidate is in stress , it is an alarm to change questioning pattern
h. Candidate will more focus on past work done, rather understanding profile offered and
what he can do. So get him back on track by rephrasing questions if needed.

4. Interviewer verbal communication with candidate

a. Candidate will likely to defend himself when cross questioned
b. Ask open ended questions
c. Do not advise candidate, do not give lectures, more listening less speaking
d. In case , interviewer wants to give suggestion do not use authority
e. Appreciate unique things observed during interview or in resume of the candidate

8|Business Sutra for Recruitment

f.

Candidate is attached to his external appearance. The cloths or accessories he is

wearing. Better not to comment in front of him

g. While candidate is giving answers and talk about achievements encourage by positive
words
h. Do not insult candidate at any point of time by laugh or words
i.

Appreciate any of the quality which set candidate apart from other candidates
interviewed

j.

As reporting manager will be sitting in interview, he must represent himself as candidate

desired for his superior

k. Appreciate other perspective suggested by candidate , it is not necessary that he looks

same as interviewer is seeing the situations
l.

He will see the world, what he is, so appreciate the answer given or take note of it. Do
not press your thinking and views on him but if you want to attempt than try that he
also appreciate and include your version.

m. Ask question very precisely and make candidate understand what is being asked. if he
give irrelevant answer we have modify approach as it suggest interviewer inadequacy
n. Make candidate to speak on every aspect he wants to represent at end of interview

5. Internal discussion between interview panel members after the interview to enhance
knowledge
a. Other interviewer may take time to understand other panel members or candidates
perspective having patience is solution
b. When interview finishes, have thorough discussion on candidate
c. Be open for opposite feedback of other panel members and think, introspect and
respond
d. Improve understanding of other panel members who are in oppose. Make their
perspective wide by advising to think from other perspectives
e. When coordinating with other panel members do not discard their point of view by
authority
f.

Panel interviewers may not be convinced. Do not force but sometimes time will be
required to make them realize

g. Also learn from other interviewers to know their perspective

9|Business Sutra for Recruitment

h. If every interviewer learns from one another than there will be growth in probability of
selecting potential candidate with reality check
i.

Introspect on; are we selecting candidate for his CTC within our reach, his power or the
knowledge he will bring. It will indicate what we appreciate and give priority; it will also
reveal which resource we mean to bring to organization. E.g. is it crisis management or
part of long term strategy.

j.

What has been appreciated in candidate for selection will reveal what we find
meaningful. e.g. is it loyalty, talent, resources, cast, education

k. The offer we give will reveal what we expect from candidate to further behave in
organization. I.e. rewards will be only attached to result delivery not the efforts

6. Conclusion and making an offer

a. What questions Candidate asks to interviewer will provide more information about him
as a person and what he values rather what he has answered to interviewers questions.
b. At end of interview candidate will say thanks or appreciate which will say who we are
c. Offer will be acceptable to candidate only if it looks attractive to him means offer made
is giving him something and he feels that organization is not taking wrong advantage of
his current situation
d. Give commitments only which can be followed so we become more dependable to
candidate in future and win his loyalty
e. Offer should be made on CTC, Designation and Knowledge growth. As a negotiation
tactic, verbal offer can be represented in terms of priorities laid down by candidate
during the interview.
f.

What we represented and what candidate has understood about the company or offer
will reveal the gap in meaning of his wants and our offer

g. Avoid questions on his liking towards organization's practices , policies, he has to

accommodate after joining anyhow
h. Make candidate to speak on every aspect he wants to represent
i.

Candidate will justify all his career changes and not look at organization loss due to this
change. In case of reference check please mind this gap.

7. Increasing likelihood to find more candidates if offer not given

10 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

a. Check requirement with available talent pool. When context changes we have to
change.
b. Unless tactics are not applied to current strategy of recruitment accordingly it will not
end up with selection. Unless we change we cannot grow
c. If assessment about candidate missed an expect which revealed during the reference
check, it is time to look at interviewer and questions being asked or evaluation
technique
d. Even if candidate is not fit for current role and if he is talented than offer different
position but not let the talent go.
e. How candidate look at the world is more important, skills can be learned. E.g. his
motives aspiration, enthusiasm is more important.

11 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

Part 3 Management assumptions from selection, induction and probation of candidate

1. In terms of induction or hand over take over, exchange of duties and responsibilities will take
place not the thoughts. it is human tendency
2. Candidate will not have same influence on supplier or customers once he changes the current
company if we are offering different to our supplier or customers in compare of his old
organization
3. Candidate will expect to provide him good designation and power to represent him to others
4. if candidate gives suggestion to change some practice , we may not like it and resist, as he would
be still carrying impression form previous organization culture which may not be suited to
current organization culture
5. We will like candidate to accommodate rather than his needs, means to work according to our
organization culture.
6. If after selection a necessary support not given and if this newly selected employee becomes
insecure he will not deliver the results for which we hired him for
7. If handing over work to new employee is not done with full intent it will prevent his future
growth
8. If candidate is not selected or leaves soon we will have to adapt the situation by redistributing
the work, which will hinder organization growth.

12 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

Annexure Business Sutras used in this article

Sutras used for Creating interview Questions

Gaze-Context
Kama
Kama
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti

Context Subpart
Kama
Kama
Decision
Decision
Decision
Decision
Decision
Decision
Decision
Decision
Decision
Decision
Decision
Decision
Violence
Violence
Violence
Violence
Violence

Drishti

Violence

Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti

Violence
Violence
Violence
Violence
Violence
Violence
Seduction
Seduction
Seduction
Seduction
Seduction
Seduction
Seduction
Seduction
Seduction
Seduction
Churning

Sutra
Imagination expands human hunger
Yagna can be tool for personal growth, if we allow it to be
He who takes call is Karta
Everyone is potential Karta
A karta who allows and enables others to take a call is Yajman
A Yajman has power to take or give life
The size of contribution does not matter
All calls are subjective
Not everyone can handle burden of uncertainty
Every decision has consequences
Decisions are good or bad only in hindsight
Decisions are often rationalized in hindsight
If the decision is bad, the Yajman alone is responsible
If the decision is good, the Yajman is the beneficiary
Business is violent
Violence is not always apparent
Mental violence is also violence
Violence creates winners and losers
Violence is culturally unacceptable if taking is not accompanied by
giving
Violence becomes culturally acceptable when we take because no
one gives
Exploitation is violence
Hoarding is violence
Hunger is insatiable (impossible to satisfy)
Regeneration ensures sustainable wealth
Restrain ensures regeneration
Restrain is violent
Business is seduction
He who satisfies hunger becomes desirable
Many Devatas need to be seduced
Every devata has a devata of his own
Every Devatas hunger is unique
Every devata matters depending on the context
Not all Devatas are equal
Seducing multiple Devatas is very demanding
Seduction needs to satisfy both parties
Sometimes, the yajman also needs to be seduced
The organization is ultimately a set of people

13 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti
Drishti

Churning
Churning
Churning
Churning
Churning
Churning
Churning
Churning
Churning

Drishti
Drishti

Churning
Churning

Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Darshan
Darshan
Darshan
Yama's Balance
Sheet

Churning
Significance
Significance
Property
Rules
Relation
Inclusion
Inclusion

Every organization is a churn

If strategy is the force, then tactic is the counter force
If creativity is the force, then process is the counter force
If ambition is the force, then contentment is the counter force
If hindsight is the force, the foresight is the counter force
If hindsight is the force, the foresight is the counter force
Upstream forces need to be balanced by downstream forces
Balance is the key to avoid a tug of war
The impact of an organizational decision varies depending on the
source
In a shifting world, organizations needs to organisms
In organism, individual potential and context are taken into
consideration
Organisms thrive when the yajman is flexible
Every devata imagines himself differently from natural reality
We seek hierarchies that favor us
The loss of possessions reveals who we really are
Rules domesticate the human-animal
the Other reveals our blindness
Crisis increases the chance of learning
Crisis increases the chance of learning
We alone decide if we need more meaning, another Yagna

Sutras used for setting ambience for interview

Gaze-Context
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti

Context Subpart
Property
Property
Property
Property
Property
Rules

Sutra
Things help us position ourselves
Things are surrogate markers of our value
Thoughts can be coded into things
Like things, talent and loyalty can also make us feel secure
A transaction is about things, not thoughts
There are no thieves in the jungle

Sutras used to construct Interviewer assumption for candidate during the entire recruitment process
along with management assumptions from selection, induction and probation of candidate
Gaze-Context
Kama
Kama
Kama
Kama
Kama
Kama

Context Subpart

Sutra
Human Hunger is unique
Only humans can exchange
Every Devata seeks a high return on investment
Conflict is inherent in exchange
Imagination can help humans to outgrow hunger
Human hunger for intangible is often overlooked

14 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

Kama
Kama
Drishti
Divya Drishti
Divya Drishti
Darshan
Darshan
Darshan
Darshan
Darshan
Drishti
Darshan
Darshan
Darshan
Darshan
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti

Decision
Stability
Stability
Relation
Expansion
Inclusion
Inclusion
Inclusion
Seduction
Isolation
Isolation
Isolation
Isolation
Significance
Significance
Significance
Significance

Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti

Property
Property
Property
Property
Rules
Rules
Rules
Rules
Rules
Rules

Divya Drishti

Rules

Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Darshan
Darshan
Darshan
Darshan

Rules
Rules
Rules
Rules
Rules
Expansion
Expansion
Expansion
Expansion

Darshan

Expansion

There are three types of food that can exchange

during a Yagna
We have to make room for the other
All decisions are contextual
When the context changes, we have to change
Unless we change, we cannot grow
the Other reveals our blindness
Growth happens when the mind expands
Creating talent enables us to grow
We seek to inherit things, not thoughts
Being a yajman is about gaze, not skills
Sometimes, the yajman also needs to be seduced
Unseen, we are compelled to fend ourselves
We refuse to see ourselves as villains
We use work as beacon to get attention
Our goals justify our lack of a caring gaze
We defend our mental image at any cost
We are terrified of how strangers will evaluate us
We would rather be unique than equal
Culture provides only a temporary framework for our
social body
We see things not thoughts
We assume we are what we have
We expect things to transform us
A relationship is about thoughts, not things
Without rules there is territory, not property
Rules domesticate the human-animal
Domestication can be voluntary and involuntary
We dislike those who are indifferent to rules
Rules can be oppressive
Rules create underdogs (one that is at a disadvantage)
and outsiders
Rules create underdogs (one that is at a disadvantage)
and outsiders
Rules create mimics and pretenders
We want to live by our own rules
Innovation is not possible unless rules are broken
We respect those who uphold rules
Rules need not determine our value
Growth is about pursuing thoughts not things
Growth is indicated when we prefer giving than taking
Growth happens when more people can depend on us
Growth happens when even the insignificant become
significant
Growth happens when we include those whom we

15 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

Darshan
Darshan
Darshan
Darshan

Inclusion
Inclusion
Inclusion
Inclusion

once excluded
The yajman has to turn Devatas into yajman
More yajman are needed when organization grows
Questions teach us, not answers
To provoke thought, we have to learn patience

Sutras used for observing body language of Candidate by panel member or interviewer
Gaze-Context
Divya Drishti
Divya Drishti
Darshan
Darshan
Darshan
Darshan

Context Subpart
Significance
Significance
Isolation
Isolation
Isolation
Relation

Sutra
Only another human being can endorse the mental image
Praise empowers us
The gaze can be cruel or caring
Everyone seeks a caring gaze
We want to be seen as we imagine ourselves
The Other reveals our insensitivity

Sutras used for suggesting verbal communication of interviewer during the interview
Gaze-Context
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti

Context Subpart
Significance
Significance
Significance
Property

Divya Drishti
Darshan

Rules
Isolation

Darshan
Darshan
Darshan
Darshan
Darshan
Darshan
Darshan
Darshan
Darshan
Darshan
Darshan
Darshan

Relation
Relation
Relation
Relation
Relation
Relation
Relation
Inclusion
Inclusion
Inclusion
Inclusion
Inclusion

Sutra
Insults disempower us
Comparison grants us value
We seek hierarchies that favor us
Like things, talent and loyalty can also make us feel
secure
Domestication can be voluntary and involuntary
A cruel gaze focuses on our compliance rather than
our capability
Fear isolates us while imagination connects us
We often forget that others see the world differently
How we see others reveals who we are
How others see us reveals who we are
The Other reveals the power of our gaze
The Other reveals our inadequacy
the Other reveals our blindness
Questions teach us, not answers
We resist advise and instructions
Discourses never transforms us
Power play underlies the process of teaching
To provoke thought, we have to learn patience

16 | B u s i n e s s S u t r a f o r R e c r u i t m e n t

Sutras used for interview panel discussion after the interview

Gaze-Context
Darshan
Darshan

Context Subpart
Expansion
Expansion

Darshan
Darshan
Darshan

Inclusion
Inclusion
Inclusion

Darshan
Yama's Balance Sheet
Yama's Balance Sheet

Inclusion

Yama's Balance Sheet

Yama's Balance Sheet
Yama's Balance Sheet
Yama's Balance Sheet

Sutra
Growth happens when we stop seeing people as villains
Growth happens when we seek to uplift them (which
were being seen as villains)
Power play underlies the process of teaching
To teach we have to learn to let go
Only when teachers are willing to learn does growth
happen
Growth in thought brings about growth in action
Closures are a time for introspection
Who we include as devata reveals the meaning we give
ourselves
The resources we see reveal what we give meaning to
Who we include as devata reveals who we find meaningful
How the devata sees the yajman reveals the gap in
meaning
The Tathastu we give reveals the meaning we seek

Sutras used for Conclusion and making offer and if not selected looking for next
Context
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti
Divya Drishti

Sutra referring to
Stability
Stability
Stability
Stability
Stability
Stability
Stability
Stability
Stability

Sutra
When the world changes, our social body dies
We want organizations to secure our social body
We resist anything that is new
We want to control change
Insecurity turns us into villains
Our stability prevents other people's growth
We would rather change the world than ourselves
We will always resist change
Adapting to change is not growth

17 | B u s i n e s s S u t r a f o r R e c r u i t m e n t