Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The Talent Edge

1,362 views

Published on

Published in: Business, Technology
  • Be the first to comment

The Talent Edge

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

×