2. INTRODUCTION
The case is set in a dynamic context of growing competitive environment.
It focuses on increasing wage costs in India.
HCL lagged its pears on overall profitability.
TAG of HCL looking to become true business partner by improving service
quality & increased profitability.
Manpower cost accounting for 70% of operating cost, HCL redesigned
Talent Management strategy.
HCL realigns the TAG & implements major change initiatives.
Implementation of new HRIS system.
3. OBJECTIVES
Improve the quality of hire.
Innovative method of Talent Acquisition.
Design a focused matrix for the Talent Acquisition function.
Quick Decision Making.
Increase of overall profitability.
Focus on just in time hiring.
4. TAG Structure pre-integration
Talent Acquisition function was aligned to 3 main lines i.e software,
infrastructure, BPO.
250 recruiters worked for the recruitment process.
Each business line focused on campus recruitment, lateral hiring, different
geographic regions.
They was isolated from each other.
This created problems such as:
Same candidates being interviewed by diff departments.
Competing amongst themselves for slots during campus interviews.
Created lot of confusion and wastage of resources.
5. TAG Structure post-integration
Focused on delivering workforce optimization.
Provide singular view on how talent is deployed and viewed.
It provided information the people available on bench, sliced along lines
of skill set , experience levels and geographic distribution.
This was initiated with intention to improve profitability.
It had the potential to become the largest source for increasing
profitability.
Despite these measures there were still limitations in the recruitment
process.
Still needed many more drastic changes to increase profitability & improve
efficiency of resources.
6. iTAP Metric
Its was the most relevant metric used by HCL.
It increased their quality of hire.
This metric was a great way for performance assessment by the
company.
It was perfectly aligned with the strategic outcomes of the company.
7. POFU gamification
Recruitment functions use a thumb rule approach using the average
renege ratio, to mitigate the risk of renege by releasing extra offers.
Improving the resource utilization and minimizing the bench strength.
Hence better understanding of the phenomenon became critical.
To support this TAG team needed to accurately identify which individual
(skill), experience level, location and project team was likely to renege.
TAG used analytics from POFU gamification whose design elicited high
engagement level from potential hires.
Eg: first indication of expected renege behaviour would arise if the
potential hire did not engage in the game.
8. Quality of Hire
It suggested that the success of recruiting is a function of relentless process
efficiency and effectiveness.
A study by Abeerden group suggests that the capability of an talent acquisition
team is to bring in high quality talent which would be reflected in the quality of
hire metrics.
The quality of hire is measured by a some recruitment functions pre and post
hiring. These are:
Pre- Hiring- Panel interviewing, structured interviewing, interview certification
programs, background verification and reference checks.
Post hire outcome measures: Job performance assessed by performance ratings,
employee turnover (voluntary and involuntary), early aborts, Person organisation
and person job fit assessment.
9. Measures taken TAG - HCL
TAG team at HCL measured quality of hire by using Hirevue
applications.
They also recorded the responses to these questions and analysed
them later.
The detailed analysis resulted in improving quality of hire.
They launched MAD LTD campaign.
The program identified and nurtured innovative skills among
candidates.
