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The Talent Edge

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    • 1. The Talent Edge: A Strategic Approach to Talent Acquisition
      NHRDN TALENT CONCLAVE: March18, 2011
    • 2. March 18, 2011
      2
      Talent Acquisition managers and teams are often seen to get intensely absorbed in the daily transactions of recruiting and forget that that there is so much more to be done to increase productivity, reduce costs , create customer delight and above all enhance Quality of Hiring !
      A TA Center of Excellence can add Value!
    • 3. Contents
      March 18, 2011
      3
    • 4. Talent Acquisition: Creating Center of Excellence
      To work with the Recruitment Delivery Team to meet key objectives:
      • Increase Productivity of Recruiting Team ( Number of Joinees per recruiter per month)
      • 5. Reduce hiring cycle time and meet SLAs
      • 6. Reduce Cost of Hiring
      • 7. Create Stakeholders’ Delight (candidate / internal customers / partners)
      • 8. Enhance Quality of Hires (Hiring accuracy)
      March 18, 2011
      4
    • 9. Increasing Productivity of Recruiting team
      Creating a robust process – Global Staffing Manual
      Recruiters’ Training
      Recruitment Marketing:
      • Creating “pull factor” in the market (events, press, seminars, web and print ads)
      • 10. Creating internal Branding for Recruiting / CSR (Employee referral program campaigns / internal events)
      Recruiters’/ TA managers Incentive Plans driving desired Recruiter behavior
      Reward and Recognition for Recruiters
      Goal Orientation and Better Time Management
      Benchmarking / Best practices
      Vendor evaluation , contracts and management
      All of above also reduces Recruiting Team’s actual Recruiting Time.
      Also introduce ‘fun’ in Recruitment!
      5
      March 18, 2011
    • 11. Reduce Hiring Cycle time and Meet SLAs
      Adherence to Process
      Tracking and Audit
      Funnel Management
      Critical global level dashboards and analytics
      Anticipatory Hiring
      Creation of ‘Talent Pools’
      Agreements with internal customers
      Hiring Champions
      Optimal use of all Channels
      Campus Hiring Engagement Programs
      Training DNA in the organization
      Leveraging Six Sigma
      March 18, 2011
      6
    • 12. Reduce Cost of Hiring
      Optimal Channel Mix
      Judicious use of Staffing agencies (consultants)
      Maintain the mix through different internal initiatives and other channels
      Tracking Hiring Accuracy (Quality of Hire) – cuts down re-hiring time and costs
      Through all the productivity increase measures and initiatives
      Retaining the good ‘Recruiting Talent’
      Giving pride: Showcasing of Recruitment team (Global Awards)
      Timely Recognition
      March 18, 2011
      7
    • 13. Create Stakeholders’ delight
      ‘Retention’ starts with candidate’s first impression during the Selection Process
      Post Offer Engagement initiatives
      Events pertaining to internal customers
      Vendor recognition events
      Campus engagement events
      Team events, off-sites for recruiting team
      March 18, 2011
      8
    • 14. The Correct ‘Fit’ (Quality of Hires)
      ‘Win –win’ for all Stakeholders
      • Train Recruiters and Partners
      • 15. Role of Hiring Line Managers
      • 16. Identify Competencies and Assessing
      • 17. Tools to assess
      • 18. Calibrate Interviewers
      • 19. Recognize Interviewers (IMRS)
      Measure Hiring Accuracy
      • Performance
      • 20. Longevity
      March 18, 2011
      9
    • 21. March 18, 2011
      10
      Hiring Accuracy
      Hiring Accuracy : Hiring Accuracy helps in continuous
      improvement in the hiring process by assessing the
      quality of hiring
      Our Model:
      Focus on quality of hire based on 2 parameters:
      • Performance Rating
      • 22. Longevity (First 6 months)
      • 23. Type of Reports:
      • 24. Grade wise
      • 25. Base location
      • 26. Business units
      • 27. Institute
      • 28. Hiring channel source
      • 29. Reflect the efficiency of the sourcing channel, BU hiring team and institute
      • 30. Help in depicting TA as value adding business partner
      • 31. Able to counter negative perception with data
      • 32. Plan strategies like which campus to target with which gives “Best performers” and a higher productivity
    • 11
      Hiring Accuracy Model – Quality of Hire
      ILLUSTRATION
      Total no of employees joined in last 6 months : 12
      No. of employees who have completed their 6 months and got rating BP/VP = 5
      No. of employees who left before 6 months (probation review)- 4
      No. of employees who have completed their 6 months and got rating BOP/NR – 3
      Hiring Accuracy = 100 * [1 - (count hires in past 6-months left company within 6 months joining + count hires in past
      6-months have NR / BoP rating in 6-month review)]
      ------------------------------------------------------------------------------------------- total hires in the past 6 months
      Hiring Accuracy = 100*(1 – ( 4+3) /12)
      = 42%
      March 17, 2011
    • 33. Competency Assessment
      Identify competencies
      • Behavioral
      • 34. Technical / functional
      Tools
      • Campus : Test , Critical Incidence, Group interview and
      One on One
      • Lateral : Selective tests for some positions, Interviews
      Interviewers’ Calibration
      • Orientation program
      • 35. Standardized process
      • 36. Correct role ‘fitment’
      • 37. The correct DOs and DON’Ts
      • 38. ‘Selection’ vs ‘Rejection’
      March 18, 2011
      12
    • 39. Recruiters’ Training
      • Effective goal setting
      • 40. Altruism - the mindset
      • 41. Technique of ‘selling benefits’ to candidates –creating
      ‘win-win’
      • CV reading, assessing and managing
      • 42. Tracking Funnel and Process
      • 43. Effective Interviewing
      • 44. Self organization
      • 45. Communication and engagement
      March 18, 2011
      13
    • 46. Recruitment Managers’ Training (contd.)
      In addition to Recruiters’ Training:
      Channel mix handling
      Allocation of requirements
      Engaging with internal customers
      Using Funnel Management Accuracy Index
      MIS / Dashboards
      Leadership
      March 18, 2011
      14
    • 47. Recruitment Marketing
      Career Site :
      • Marketing content
      • 48. Creating ‘glues’
      • 49. Alumni web engagement
      • 50. Campus web engagement
      Print and Web advertising
      Effective use of Social Networking sites
      Employee Referral program:
      • Branding
      • 51. Communication (events / kiosks / posters / e campaigns)
      • 52. Designing and implementing the Program
      • 53. Increasing Participation
      • 54. Top-up programs
      Campus engagement:
      • Communication of all types
      • 55. Events
      CSR initiatives
      March 18, 2011
      15
    • 56. March 18, 2011
      16
      Indrajit Sen
      indrajit.sen@aricent.com

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