Session on "Challenges in Lateral Hiring and Retention" at Ethames Business School, Punjagutta, Hyderabad on Nov 03, 2011 for NHRD Hyderabad Chapter

1. Lateral Hiring & Retention
Challenges, Strategies & Practices
By
Subba Raju Pericherla

2. Hiring
How to find the Right Talent, Excite and Attract
them

3. Why Lateral Hires?
 Well-groomed
 Mature
 Readily deployable
 Immediate billing
 In-organic growth

4. When To Hire Laterals
Aggressively?
 Strong Business need
 Coming out of downturn
 Next level of growth needs impetus

5. Motivations
 Business Case
 Brand Image
 Maturity of the Organization
 Stability
 Change Agent
 Fresh Perspective, Thoughts &
Solutions
 Diversity

6. Challenges
 Expensive
 Cultural Alignment
 Retention
 Loyalty
 Business Stability
 Motivation to Home-grown employees
lost
 Finding good stable people is difficult
 Time consuming

7. Thoughts to share...
1.3 350 20
Billion Million Million
Population of India Some Spoken English Fluent In English
Decision Pending Joined Not Joining Rejected yet to join
4%
10%
8%
18%
60%

8. Preparation
 Get a Strong Sponsor or Business
Case
 Get the requirements clear
 Get the right head hunters
 Right resource is to be accountable
 Get the panel right
 Send a consistent message

9. Process
 Strong Initial Contact
 Good First Impression from
Stakeholders
 Quick Qualification
 Strong Cultivation
 Competitive Offer
 Explain the Offer
 Arrival & Integration

10. Pitfalls
 Don’t go for Quick-fix
 Don’t go for Short-term gains
 Don’t go for Short hiring window

11. Voice of the Industry - Hiring
A shift to a more challenging work
has lots of meanings for the
associate, who feels threatened by a
thought if their shift is one step before Market Positioning of Brand or
a pink slip. Addressing this concern Company primarily influences in
is a challenge. attracting Talent.
Founder, SME Candidates decline offer after
accepting( They don’t show up on
joining date, without any intimation)
Finding technically strong people HR Head, Mid-Level IT Org
managers is difficult as India is traditionally
a Services led IT industry
Very few people have true product building
or management experience
Sr. Product Director, Large Product Org

12. Retention
How to keep them happy and with the company

13. Retention
 Respect
 Responsibility
 Growth – Well-defined & Consistent
 Mentoring & Mentor
 Security
 Trust
 Benefits
 Freehand

14. Vision affects Retention
 Have a long-term Vision
 Share the Vision
 Make them part of the Vision
 Show progress on the Vision

15. Voice of the Industry -
Retention
Associates feel that there is a lack of
growth in the existing project because
of which they are being shifted
laterally. Size of the organization On boarding Day has to be a delighted
creates that perception issue experience so that it increases the
synergy with the company
Founder, SME
Expectation that I should be promoted Transparent System and Visibility on
every 18-24 months the growth or progression of the
company so that the employees
Not devoting enough time to become a imbibes to be a part of the family…
subject matter expert but wanting to see
growth in terms of designation and HR Head, Mid-Level IT Org
compensation
Mid Level managers – not having enough
experience to train/coach engineers
leading to dis-satisfaction in teams
Sr. Product Director, Large Product Org

16. Few Observations to think
further…
 Research shows the growth of your organization
depends 20% on the skills and 80% on the attitude of
your Human Resource.
 People Join the Company and leave the Boss
 The most significant aspects of 21st century
manpower has been high rate of attrition and
burnout.
 “Don’t hire anybody who had a 4.0 from nursery to
college. The problem is they haven’t screwed up
enough.” – Tom Peters

17. Top Issues 3 years ago…
Top Issues 3 years from now…
Courtesy from WFPMA

18. Skill Gap Analysis…

20. Email : subbaraju@infosagesystems.com
Mobile : +91 96767 77277