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 A Strategic Approach to Talent Acquisition: Live Case Study
 

A Strategic Approach to Talent Acquisition: Live Case Study

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     A Strategic Approach to Talent Acquisition: Live Case Study A Strategic Approach to Talent Acquisition: Live Case Study Document Transcript

    • White Paper Talent Acquisition – Shared Services Model SharedS Centralized Services Model ModelCAL Hybrid ModelE S E R V I C E & R E S P O N S I V E N E S S 1
    • A Strategic Approach to Talent Acquisition Ramky GroupThe document is an attempt to articulate the challenges that confront organizationssuch as Ramky as it competes for Talent in the changing Talent Marketplace. Hopefullythe document will elevate some awareness and discourse on the subject and finallyconcretize on a roadmap for Ramky Group that turns its Talent Acquisition into astrategic advantage.Talent Acquisition – Changing LandscapeWhile recent financial meltdown has changed the global business landscape, the forcesthat drive talent acquisition remain in place. Companies must continue to rely on talentas a core foundation for growth and productivity. At the same time, the need foradvanced, specialized talent and leadership will continue to provide challenges forenterprise recruiting efforts.The conditions shaping today’s talent acquisition environment are well-known. Theretirement of the U.S. “baby boomer” generation, the globalization of markets andoperations across all industries, and the shortage of talent in critical areas such asengineering, healthcare and leadership are all important. 2
    • The real importance of talent acquisition, and the door-opener for talent management atthe proverbial seat at the boardroom table, is the recognition that a business cannotgrow without the right talent. Just as importantly, businesses cannot reach theright talent without making a conscious strategic effort to do so.Today, business leaders understand the strategic significance of talent acquisition. Theyare carefully looking at how they are going to fill the gap in skills and companyknowledge left by retirees. They are applying new uses of technology for virtualworkplace options that can make them more flexible to employees more attractive tocandidates, and open to talent from around the world. They are adopting advancedstrategies and tactics to evolve their talent acquisition operations, and they areembracing a range of emerging best-practices, from workforce planning to employmentbranding. In short, they are recognizing the need to continue to advance their abilitiesnot only in talent acquisition, but also to support retention and employee development.The experience of forward-looking companies reveals practical lessons that canhelp organizations such as Ramky shape a more strategic talent acquisitioncapability. 3
    • Today’s Enterprise Talent Acquisition Models- An OverviewCentralized Outsourced  Dedicated Staff  Multiple Companies supported  Recruiter Team work  Recruiter Team work  Standard Processes  Process ownership & accountability  Standard Reports/Metrics  Standard Reporting/Metrics  Position Volume Shared Across the Team  Direct Line Reporting StructureDecentralized Generalist  Various Roles participating in recruiting  Multiple job responsibilities  Individualistic Recruitment  Employee relations critical  Localized Processes  Limited recruiting experience  Various Reports/metrics  Various reports/metrics  Position volume varied  Position volume varied  Consensus voting with participation  Individualistic recruitment optional 4
    • Changing Role of a Recruiter Hunter Farmer Sous Chef Specialized, targeted General area of Aligns efforts with Strong social discipline overall business networking, relation Harvest candidates Understands broad ship building with from broad resource objectives external candidate categories of Strategic alignment qualified of talent & business resumes/profilesThe Complexity of Recruiting1The first challenge for today’s recruiter is that the job of finding talent hasbecome more complex. More effort is required to find and cultivate relationshipswith potential candidates. Less time is available for transactional and routineactivity. To address this, companies are evolving their recruiting approach, andtalent acquisition today in progressive corporates in India more resembles asupply chain function.1 Newman Group – Getting Smart about Talent 5
    • The first part of the required approach involves a team of business-facingrecruitment experts. These specialists partner with business managers and HR tounderstand their needs and link into the workforce planning process. Secondly, ateam of sourcing experts is dedicated to building the pipeline and executing high-touch candidate programs. Finally, a team of recruiters focuses on the screening,intervening, selection and on-boarding of candidates. Collectively, thesespecialized sub-teams work together in a highly proactive, targeted and efficientmanner. The lesson: specialized resources can drive real improvements in speedand effectiveness over the traditional generalist model.Resource Intensive Talent AcquisitionAnother challenge is that talent acquisition has become far more resourceintensive than the recruiting function of the past. Resources are needed todevelop the employment brand, create employee referral programs, optimizeinternal mobility, and manage graduate programs and other strategic initiatives.Making a strategic impact in the face of pressure to reduce recruitment costs is anongoing challenge. The number of business-facing (and more expensive)recruiters does not have to increase at the same rate as the less expensive 6
    • recruitment operations team, which processes and delivers on recruitingrequests. For most organizations, such flexibility will prove a great advantage byapplying the right amount of resources in a market characterized by significantand often-unpredictable changes.Internal RecruitmentEven though a company’s employees can be its most valuable talent pool, internalrecruitment processes typically fail to reach “passive” internal candidates, andcompanies often have little visibility to their own vacancies or talent supply.Cumbersome internal processes and outdated policies make it easier foremployees to pursue career opportunities externally. There are severalapproaches for improving internal recruitment. An internal skills register can becreated through the talent acquisition system. Internal candidates profilethemselves online so that they can be automatically matched to appropriate jobsas they arise. Companies can also attract the attention of passive internalcandidates through internal career fairs and internal hot job promotions. 7
    • Recruiters can access internal candidate information to assess suitabilityagainst external pre-qualified candidates. The use of performance and successionplanning information also provides recruiters with a benchmark to assess externalcandidates and charter a defined career planning process.In-Sourced or Out-sourced: Which Recruiting Model is Right?Organizations typically look to in-source their recruiting function when they aredriven by cost. In most cases, consulting services will be needed to design andimplement the model, which adds to the cost. In addition, it can take longer todevelop the market intelligence to gain a competitive advantage, but for the rightorganization, in-sourcing can be a viable option. Organizations typically seek anoutsourced provider when building its recruitment capability quickly and lookingto leverage the skill and expertise of dedicated recruiters. An outsourcedapproach can scale up or down quickly in response to market changes. It alsoprovides the resources to help ensure that the talent acquisition functionmaintains its strategic focus. 8
    • Talent Acquisition at Ramky Group- A historical perspectiveAmong India’s largest integrated Infrastructure & Waste Management Organizations,the group has notched up an impressive growth rate in recent years and has laid downan ambitious roadmap to be a USD 5 Billion group by 2015 under the able stewardshipof its Chairman Mr A Ayodhya Rami Reddy. Major operations of the group areconducted through the following companies: Ramky Infrastructure Ltd( RIL) Ramky Enviro Engineers Ltd ( REEL) Ramky Estates & Farms Ltd( REFL) Smilax Laboratories Ltd Ramky Pharma City ( India) Ltd 9
    • What’s Shaping Real- world Talent acquisition at RamkyIn the real-world business environment, recognizing the need for improvementand acting on it are two different ideas. Resources are tight. We at Ramky mustinvest in changes needed to compete for talent in the future, but must alsoaddress the immediate needs of the present. So, when it comes to competing fortalent, it’s natural that leaders ask, “What are other companies doing?” How wellare we doing in relation to our peers? Are we putting next-practice strategiesinto place, or are we still planning, waiting to do so in the future? What are thepriorities? To get a ground up view on these issues interaction with SeniorLeadership pool, business HR units, talent acquisition team members across thevarious Ramky group companies on key areas: sourcing, recruiting operations,technology, recruitment strategy, and metrics. The picture which emerged wasan environment drawn between the forward-thinking and the status quo. What ispresented here is a comparison of a market centric results-driven versus passiveapproaches that are in practice in each of these areas. The good news is there is agenuine intent to innovate. Organizations today are a blend of bothcharacteristics, but understanding where are we today can provide insight onRamky’s ability to compete for talent in the future. 10
    • Sourcing Tactics & StrategiesResults Driven  Employee Referral Programs  Networking with Professional organizations  Campus Recruiting  Searching Online databases  External TAQ PartnersPassive  Depending on job board postings  Waiting for candidates to find job postings or advertisements Recruiting Operations Tactics & StrategiesResults Driven  Tactical- Optimizing recruiter time for recruiting, not administration  Tactical- Improving hiring manager engagement  Strategic- Balancing need for consistent best-in-class processes with localized recruiting needsPassive  Tactical – Recruiter Job Postings  Tactical- Recruiter Interview- setup and coordination  Strategic- Static decentralized or centralized structure 11
    • Talent Acquisition Systems & SolutionsResults Driven  Optimizing current technology  Balancing technology capability, new opportunities for improvement & possible process changes  Continuous review and improvement Passive  Adherence to old paradigms such as posting and filtering vs. new opportunities such as social networking & active candidate outreach  Lack of integration, allowing disparate systems to remain unconnected Recruitment StrategyResults Driven  Workforce Planning  Workforce planning results for sourcing and hiring forecasts  Talent Acquisition as a improvement initiative, not an overhead process  Focus on EVP- Employment Value PropositionPassive  Focus on reactive recruiting / empty position firefighting  Lack of realistic attrition metrics  Lack of TAQ culture for the external talent marketplace & internal talent needs 12
    • Strategic Approach to Talent Acquisition for Ramky GroupHow does a corporate like Ramky begin evolving its talent acquisition function? Agood starting point is an assessment of its current talent operations. Keyconsiderations include:• Model – What is the best model for the organization? Centralized or de-centralized; in-sourced or outsourced?• People – How effective is the quality, type, number, expertise and focus ofpeople dedicated to talent acquisition?• Process – How effective are the processes and policies that drive its talentoperations? How well integrated are they with other core HR programs suchas succession planning and performance management?• Technology – Does its recruiting technology systems deliver the requiredefficiencies• Partners – Are we engaging the right types of partners, such as recruitmentsuppliers and testing providers? Are they delivering the quality of service weneed?• Cost – ROI and cost is a critical area. The quality of the outcome is also a vitalpart of the cost consideration. 13
    • Developing a Long Term Perspective while focused on DeliveryWhile most companies recognize the importance of strategic talent operations,there are usually pressing issues that demand immediate attention. Lacking astrategic talent focus, organizations also sacrifice their workforce planningcapability and find themselves unable to establish formal links betweenleadership and the talent acquisition function. Breaking the cycle of short-termtalent thinking is not easy. Improving talent acquisition is a process of continuousevolution. This continuous improvement will be essential, because in a marketwhere talent is a core business asset, recruiting is more than an overheadfunction, it is a critical capability that will drive the success of the Ramky Groupbusiness as a whole. Given the sheer complexity of today’s talent operations,how does one identify and prioritize the options for improving performance andstaying competitive? Should we be adopting the latest technology? Are we as acompany reaching for the type of talent we truly need?The good news is that there is a framework for making sense of our group’s talentlandscape—one that goes beyond tactical issues to address the broader challengeof understanding your complete talent picture. That framework* consists of the 14
    • common drivers that determine the success of talent operations for nearly everycompany in every industry, and it encompasses four key ingredients.Those ingredients include the employment brand, the overall talent strategy, theorganizational structure to support that strategy, and, finally, the technology tosupport effective talent operations. By assessing Ramky’s talent operationsthrough the framework of brand, strategy, structure and technology, one can gaininsight into where they work well together, as well as gaps where improvement isneeded • Candidate & Client Perception of Ramky as an Brand Organization • Focus on Innovation, Building Networks & Knowing Candidates Strategy • Organizational Set up for Execution of Strategy Structure • Process Efficiency Enabler – Not a Solution for all Talent Issues Technology 15
    • The Roadmap AheadBrand, strategy, structure and technology represent an effective framework forassessing Ramky’ talent operations at a high level. For example, what oftenappear to be technology shortcomings are actually caused by inadequateorganizational structure. Likewise, the inability to attract candidates as effectivelyas one may like may seem to indicate a weakness in our strategy or overallstructure—when, in fact, the employment brand may be the root of the problem.The issues that challenge our talent operations present us with opportunities forimprovement, and continuous improvement is essential when competing fortalent. The reality is, no single strength, problem or opportunity falls exclusivelyinto one area or another. Ramky’ brand, strategy, structure and technology worktogether to create a complete talent picture, and so their workings are highlyinterconnected. Applying a holistic perspective won’t solve the challenge, but itcan help make sure that we are asking questions that consider the completeworkings of our organization’s talent operations.The present Talent Acquisition function at Ramky function, while having both acorporate and localized flavor, has much work to do in terms of its presentprocess flows, standardization & laying down of key metrics for its workflows, 16
    • Knowledge repository within the function, critical mass of the present TAQ teamacross the organization both in qualitative & quantitative terms, clear line of sighton how Talent Acquisition should be evolved as a strategic function to qualifysuccessful business outcomes. Key business drivers for organizational change,such as the need to attract and retain top talent and improve services whileincreasing efficiency and lowering costs, are driving C-Level executives of majorcorporations to review existing recruiting operations to identify ways to improverecruitment practices in order to optimize the value Recruiting and HR deliver tothe business. An increasingly common solution to this problem at Ramky, in thebackground of the facts discussed above, would be the creation and utilization ofa Centralized Shared Service Centre (CSSC) as part of a Recruitment ProcessOutsourcing (RPO) model to deliver recruiting services. Once the desiredefficiencies are achieved it is suggested that the organization move to a Hybridmodel where some of the tactical functions are centralized and the high-touchareas localized in order to achieve greater cost savings and deliver improvedservices. The introduction of a Centralized Shared Service Centre involves mediumscale business change which will impact some aspects of the organization. Thiswould be the first step in the RPO process which however requires investmentand commitment from the stakeholders, especially the leadership, to transform 17
    • the recruitment delivery model within the organization. Exhibit A below lists theactivities critical to achieving the Organization’s talent acquisition goals. Exhibit A: Activity Matrix -Talent Acquisition Goals at Ramky Permanent Hiring Temporary and contingent staffing Employee Offboarding Passive Recruiting Talent Research( demographics, trends) Skils Training Applicant Tracking Management Skills Assessment HIGH Onboarding LOW Measuring Success of TAQ(metrics) Employer Branding Talent Strategy Development Active Recruiting 0 1 2 3 4 5 6 Shared Service Model: Centralized Shared Service CentersThe main purpose of the recommended Centralized Shared Service Centre (CSSC)in an RPO model within Ramky Group is to provide an infrastructure capable ofdelivering high volume tactical services, centralized recruiting knowledge baseand expertise to deliver best practices and scalable and standardized recruitmentservices. The CSSC solution can address the following processes within theorganization at a tactical level: 18
    • Sourcing Operations Screening and Assessment Interview Scheduling process Offer Generation process Background Check and verification process On-boarding & Assimilation Other administrative tasks such as data tracking and managementMoving the above tasks in the recruitment life cycle to the CSSC would allow theRecruiters and Recruiting Managers to work as specialist consultants in areas ofpolicy creation, process optimization and strategy formulation. It is suggested thatbusinesses do not lose sight of the tactical recruiting services whilst buildingconfidence in the new delivery model. The scope of services provided would varybetween the various group companies and their individual needs. A key factorwhich would help shape and influence the scope of services provided is theunderlying technology supporting the shared service model. The proposed and inprincipally approved ‘Hire-craft Talent Acquisition System’ is a step in thisdirection. By providing the customers (all Ramky group companies) with onerecruiting service touch point for some of the tactical processes, the CSSC wouldenable provide consistent, personalized services across multiple communication 19
    • channels. The CSSC will be the main access link to clients seeking recruitinginformation electronically. CSSC team members must be customer-focusedadvisors who provide advice and guidance on recruiting-related matters acrossthe service, while the more complex enquires being passed through toConsultants and Project Managers to address. The CSSC is usually governed byService Level Agreement (SLA) that is used to measure and monitor the overalleffectiveness and efficiency of the service rendered, cascading down into internalprocess measures and individual team member objectives.The Key envisaged recruiting transformation stages – Ramky GroupResearch shows that Recruiting professionals can spend up to 40% of their timeon administrative tasks like data tracking, interview scheduling anddocumentation related to offer generation. The introduction of CSSC throughRecruitment Process Outsourcing model would provide the opportunity to releaseRecruiters and Recruiting Managers from process related activities, allowing themto focus their skills on the realization of departmental business plans and strategicissues within the organization. Improved processes and new technology candeliver the efficiency savings and service delivery desired through a focused 20
    • operation. In summary the following key benefits could be realized through theintroduction of CSSC in an RPO model at Ramky: Operational cost reduction through the removal of costly redundant and inefficient practices Improved services by providing a single point of contact for policy interpretation, consistency in decision-making, advice and guidance as well as the administration of recruiting to common standards Resource flexibility, scalability and knowledge sharing which will enable recruiting best practices and expertise to be shared throughout the business units Reducing duplication and inconsistency through the standardization of core processes and automation of manual tasks Creating a single information source will improve quality, consistency and quick access to information The Talent Acquisition department will be delivering increased value, through the freeing up of recruiting staff who will be able to concentrate on becoming more strategically focused business partners to all Ramky Group companies. 21
    • Over and above this, transformation will add a new ‘business focus’ dimension tothe career of the Talent Acquisition team members leading to increased personalachievement and job satisfaction. Transforming the delivery of recruiting servicesis a complex multi-faceted program of work which impacts all aspects of theorganization. Transformation programs, which may include related activities suchas hiring manager and candidate satisfaction, are typically delivered in a numberof phases over an extended period of time. This period will be determined by thecomplexity and scale of the transformation, its priority within an overallrecruitment program and the organization’s attitude to risk. Research* indicatesthat there are typically three main staging areas in the recruiting transformationjourney: Strategic, Technology and Tactical all leading to the creation of TalentAcquisition Center of Excellence (TACOE). It is also not unusual for anorganization’s recruiting community to show characteristics of each stage at thesame time. 22
    • Phase I: Laying down of ground map, processflows, communication channels, Rationalization ofprocedures - 2-3 months2010 - 11Phase II: Technology Interface: Installation ofHirecraft . Improved accountability, reporting &metrics tracking. 3-5 months2010-11Phase III: Tactical Phase-CSCC fully operational.cost & efficiency gains - 10- 12 months2011-12 Final Phase BUILDING HUMAN CAPITAL • Best in Class Talent Sourcing and Acquisition- TACOE ENSURING A READY • Best in Class Innovations- TALENT SUPPLY: THE Preparing for the Next GenerationRIGHT PEOPLE, RIGHT of Talent at Ramky NOW 23
    • The First StepThe first step of work is the Strategic phase (already initiated at Ramky) whichusually occurs in early stages of the program. Within this stage a strategic vision isset with change management initiatives in place to embark on the new modelwith new processes fully embedded within the organization, providingprofessional recruiting services to all business units. A strategic plan is set to focuson efficiency gains which are made through process improvements, automationof manual tasks, innovation through new technology and rationalization ofprocedures.Stages: 1. Understanding and responsiveness to the needs of all stakeholders - internal and external customers 2. Alignment of activities to support these needs 3. Understanding and deployment of recruiting best practices 4. Understanding business principles and adapting recruiting processes to meet these needs 24
    • Benefits to Ramky Group: 1. Recruiting becomes a business partner to senior managers 2. Improved efficiencies by involving hiring managers and functional business unit leaders in crafting and deploying recruiting solutions 3. Increased value addition in advisory services 4. Ability to deliver integrated services to cross functional teams through a de- centralized structure 5. Partnering with internal and external customers to increase ownership.The Second StepThe second step of the transformation is the Technology phase (Introduction ofHire-craft TAS in case of Ramky) which typically would last 3-6 months dependingon the size of the organization.Stages: 1. Understanding and impact of technology on the entire recruitment life cycle as an enabler 2. Selection and deployment of tools and technology to support these needs 25
    • 3. Alignment of technology to different scenariosBenefits to Ramky Group 1. Leveraging technology for delivery of highly efficient tactical services 2. Improve process efficiency in delivery of services 3. Improved accountability 4. Improved reporting and metrics trackingThe Third StepThe third step of the transformation is the Tactical phase which typically lastsaround one year depending on the size of the organization such as Ramky group.Stages:CSSC must be designed, implemented and fully operational to provide desiredtactical recruiting services to the organization. A number of benefits will start tobe realized at the end of this phase with cost savings and efficiency gains beingmade from the re-designed processes, reduced head count and enablingtechnology 26
    • Benefits to Ramky Group 1. Delivery of highly efficient tactical services which leverage technology at minimal cost 2. Operate an effective service delivery model demonstrating efficiency in streamlining processes and the way work is organized and executed 3. Centralized sourcing function that is efficient and effective 4. Interactions with group companies and feedback are driven by processes, policies and procedures 5. Provides operational framework 6. Efficiency/economy and effectiveness becomes the driver to achieve operational excellenceThe Final StepThe final step of work is the creation of the Talent Acquisition Center ofExcellence (TACOE) phase which can occur in the 2nd year of the program. This iswhen the Talent Acquisition function starts adding real value to the business’ bypartnering and proactively bringing a Business Partner perspective to business 27
    • decisions, Recruiting and HR strategies are well aligned with the business andreturning people investment.Benefits Demonstration of quantifiable value to the business Recruiting strategies are fully aligned to business needs Provision of Subject Matter expertise and expert advise through the COE Recruiting integrates as a business/strategic partner Bench marking is used to accelerate learning and provide a stimulus to change Expert in managing and delivering change. Organization StructureWith varying refinements of language, the mission2 of most Talent acquisitionbusiness units such as the one envisaged at Ramky is:“To deliver outstanding client service, to provide fulfilling careers andprofessional satisfaction for its team members people, and to achieve financialsuccess so that it can reward ourselves and grow.”2 Adapted from ‘ A question of balance’, Managing the professional services firm, David Maister, Simon & Schuster,1993S 28
    • The Talent Acquisition function thus must satisfy three goals of “service,satisfaction, and success”, if it is to build a sustainable character (refer Exhibitbelow) Exhibit Client Satisfaction (service) Profitability (success) Market for staff (satisfaction)Managing the Talent Acquisition function at Ramky would require a delicatebalancing act between the talent demands of its constituent group companies,the realities of the people marketplace and the firm’s economic ambitions. Manyfactors play a role in bringing these goals into harmony, but one has a preeminentposition: the ratio of junior, middle level, and senior staff in the TAQ (TalentAcquisition) centre, referred to here as the leverage discussed in the followingsection 29
    • ORGANOGRAM- CENTRALIZED TALENT ACQUISITION CENTRE OF EXCELLENCE RAMKY GROUP EA Group Head- TAQ System Admn Senior PC/LC/C Resource Psychometric/Test Contingent Researcher Analytics Talent Miner Campus Hire Assessor Hiring Talent Miner Talent Miner Talent Miner 30
    • Team Matrix: Phase I Consulting Staff Talent Miners Group TAQ Head Support Staff System Admn* Researcher* Analytics* Campus HiringLegend: * Hiring in progress, JD for the Consulting Staff, Researcher/ Analyticsrole(s) have been crafted 31
    • • RIL • REEL DTU DTU DTU DTU • REFL/ RITL •SMILAX, RAMKY FOUNDATIONLegend: Dedicated Team Units 32
    • Talent Acquisition at Ramky Group – A Process OutlineFrom a process perspective critical components of the Talent sourcing andacquisition would include: Workforce Analytics Future Talent & Workforce Priorities Implications for sourcing& recruiting Sourcing Internal vs External Business Needs & Criticality of Roles Acquisition Partners, Job boards, referrals, campus Sourcing Channels hires, company branding Evaluation & Selection Assessments, cognitive & behavioral tests, structured interviews, offer extension Onboarding & Assimilation 33
    • The Workforce Planning Process Define Project Evaluate Define Gaps Gap Mgmt Objective Demand Supply•Gather the •Qualitative •Quantitative •Define and •Develop an data from Analysis to analysis of prioritize the action plan the business determine critical gaps to close the plan or key needs employee between gaps business data qualitatitive strategy to •Headcount elements demand and •Build determine needs quantitative •Buy the direction supply •Financial •Borrow of the needs workforce •Bounce plan •Marketing needs •Risk Mgmt 34
    • Sourcing Channels- Key Catchment Areas Contract Hiring & Temping 25 Campus Recruitments/Others 20 Organic Growth 35 % Employee Referral Program 50 % Online Databases & Job Postings 60 Talent Acquisition firms 35 0 10 20 30 40 50 60Relationship Capital with a select group of External TAQ partners with a Pan Indiafootprint for specialist, niche, senior leadership roles within Ramky Group would benurtured. Steps in this direction have already been initiated & a vendor rationalizationprocess is currently underway. The ratio of in-sourced to outsourced complementfactoring the efforts envisaged in creating the required critical mass is pegged at 65:35.This must change over a period of one year in line with the desired critical mass beingThe External Partners interface from a Industry and market reality perspective cannotbe done away with as the external partners bring a unique value proposition by virtueof their outreach and relationship capital with the candidate(s) community. 35
    • Methodology – Selection Process Understand Position & Finalise selection & Client Requirement Identify & Evaluate Reference Check & monitor prospectsDevelop a Sourcing Strategy long Term evaluation Understaning Client Organization Interview, assess, structure Sourcing Plan & catchment areas assist in finalization Discuss & Freeze job of comp package & person profile Check prospects assignment interest Mantain lien with the Discuss prospects till Compensation & Evaluate prospects on onboarding & review grade particulars predefined criterias integration process present shortlist 36
    • Key Performance Metrics 6 5 4 3 2 1 0 Rating Bottomline Impact of effective Talent Acquisition 60 50 40 Return on Assets 30 Return on Equity 49 20 Net Profit Margin 29 10 21 EBITDA 16 0 Return on Return on Net Profit EBITDA Assets Equity MarginSource: Miler, Stephen (Sept 2007). The ROI of Best-in-class Talent Management: HROutsourcing Library. 37
    • Leverage and ProfitabilityA Talent acquisition centre of excellence (TACOE) leverage would be central toits economics. The successful leveraging of senior professionals would be at theheart of the success of the TACOE. Profits, in large part come from its ability,through its client account management team structure, to leverage theprofessional skills of the seniors with the efforts of juniors. By leveraging its highcost seniors with low cost juniors, TACOE could reduce its cost to the clients whilesimultaneously generating additional profit for the group. Striking an optimumbalance between the proportion of juniors to seniors, would strengthen TACOE’client appeal by lowering its service delivery costs. The relationship betweenTACOE’ leverage structure and its three goals is illustrated in the Figure below,which shows the principal forces tying these elements together in servicing of theRamky Group companies assignments. 38
    • LINKING THE THREE GOALS Ramky Group Companies : Client - Service Type of Client Projects LEVERAGE STRUCTURE Cost & Fee Levels Career OpportunitiesProfitability- Success Market for Staff – Satisfaction 39
    • TACOE – WORFLOW METRICS FRAMEWORKMRF , JOB DESCRIPTION POSTING GUIDELINESRESUME LOCK IN GUIDELINESINTERVIEW SCHEDULING SCHEMATICINTERVIEW PANEL CONSTITUTION: GRADE, COMPANYMATRIXINTERVIEWS, ASSESSMENT PROCESS TOOLSPARTNER EVALUATION GUIDELINESCANDIDATE TOUCH POINTS - RAMKY PIF 40
    • Key References Talent Acquisition- Changing Landscape, NewMan Group, A Futurestep – KornFerry Group Company Sourcing & Recruitment Trends- Knowledge Fusion, A Leading Global Human Capital Consulting firm The Professional Services firm – David Maister Talent Management- Harvard Business Review Interactions with Industry peers in organizations of similar stature as Ramky Group 41