The document discusses the Talent Acquisition Group at HCL Technologies. It outlines objectives to improve quality of hire, implement an innovative acquisition method, and increase profitability through a new TAG structure and metrics. The new structure provided visibility into available talent across skills, experience, and locations. Key performance metrics like iTAP and POFU gamification were introduced to better assess performance and minimize offer renege rates to improve resource utilization. The quality of hire was also an important focus, and was measured through tools like Hirevue and a MAD LTD campaign.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
Running Head STAFFING THE HR DEPARTMENT 1STAFFING THE HR DEPA.docxtoltonkendal
Running Head: STAFFING THE HR DEPARTMENT 1
STAFFING THE HR DEPARTMENT 2
Staffing the HR Department
Delores Blango
Dr. Thomas Hennefer
HRM-599 Capstone
May 19, 2018
Introduction
Victory Limited is a company that offers Information Technology solutions to its clients. Over the years, the company has been a role model in the industry which had translated into sales and profitability. However, as the company seeks to expand its horizon, the labor force is incompetently characterized by inefficiency. This occurrence is associated with the weak Human Resource Department in the company. In this research, the focus is on how the Human Resource Department in the company can be improved to ensure the realization of the company's objective of creativity, innovation, and transformation. As an attempt to achieve a competent human resource department, this study outlines critical Human Resource duties which should be pursued to realize the aspirations of the company. Moreover, there is the development of an elaborate job description to ensure highly competent individuals are selected for the Human Resource positions. Similarly, the research provides a recommendation on the recruitment and selection techniques which should be deployed to ensure the acquisition of highly competent individuals in the company. As the study comes to an end, a benefits package is formulated. The basis for the selection of a benefits package is that it will promote the return of investment in the company.
Human Resource Functions
The Human Resource department is the heart of the company which ensures all business operations are undertaken productively and effectively. As discussed above, Victory Limited has an undermined Human Resource Department which adversely affects the efficacy of the company. As the company seeks to achieve the growth trajectory aspired in the company, there is the need for the incorporation of essential HR functions in the Human Resource Department as discussed below:
The first critical function which should be integrated is the recruitment and selection duties. Recruitment is an essential aspect of a company as it ensures that highly competent individuals are selected to contribute to the realization of business objectives (Ryan, 2016). By incorporating the recruitment process at Victory Limited, the company can attract an array of vital knowledge and skills necessary for the company to grow and scale to greater heights. Additionally, the integration of the selection process in the company allows the accurate validation of applicants which translates to the selection of capable employees in the company (Gavrel, 2015). In the long term, this strategy enhances business productivity, creativity, and innovation which foster the cornerstones of the company.
Training is another Human Resource duty which should be integrated into the Human Resource Department of Victory Limited. Training is the systematic approach to informing new employees of ...
Unlocking Success - A Deep Dive into Recruitment KPIs and Strategies for HR P...IscalePro
Demystify the world of Key Performance Indicators (KPIs) in recruitment with our comprehensive guide. Explore the importance of tracking KPIs for effective hiring, from enhancing decision-making to ensuring cost-effective recruitment. Learn about diverse recruitment KPIs and strategies for continuous improvement. Elevate your talent acquisition game with insights that go beyond the surface. Dive into the realm of success in recruitment with our expert-backed analysis. Discover more about iScalePro, your partner in skill assessment for a seamless hiring process.
Seven HR Capabilities that Drive Performance Leadership - Hackett Group June ...Nhat Nguyen
The 2015 analysis of The Hackett Group’s HR benchmarking database quantifies the performance advantage of world-class companies compared to typical HR organizations. Among the results: world-class HR organizations spend 37 percent less (Figure 1) – up to $17 million for the typical company1 and use 31 percent fewer FTEs (Figure 2) than peers. Analysis also revealed the hallmarks of current world-class HR organizations and the critical capabilities they leverage to achieve superior results.
Data Integration: Huntflow and PowerBI | Case Study | Software Development Co...*instinctools
What problems can flexible and detailed analytics tackle in recruitment?
Here is the case study on data integration from Huntflow, a professional recruiting CRM system, with PowerBI software, that provided informative dashboards and helped:
✔️ Recruiters to get a clear picture of the talent pipeline, showing the path of every candidate from every source through every stage of the hiring process;
✔️ The company to fill the positions 21% faster than it used to;
✔️ C-levels to make the necessary adjustments to the wage scale.
Reach out to *instinctools Business Intelligence experts if you have a similar project idea or challenge with data integration > contact@instinctools.com
Decoding Recruitment Success - Unveiling the Significance of KPIs in Talent A...IscalePro
With the help of our in-depth tutorial, demystify the world of Key Performance Indicators (KPIs) in recruitment. Examine the significance of monitoring KPIs for efficient recruiting, from improving decision-making to guaranteeing economical hiring. Find out about various recruitment KPIs and methods for ongoing development. Use deeper-than-surface information to boost your talent acquisition game. Explore the world of successful hiring with our analysis supported by experts. Learn more about iScalePro, your partner for hiring process optimization and skill assessment.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
STRATEGIC INITIATIVES
Aligning Business & HR Objectives
With all the talk about aligning business and HR initiatives, it’s easy to become confused about exactly what this means. This is why HRfocus found a panel discussion on this topic at the recent Conference Board Human Resources Conference in New York City especially valuable. We present much of what we learned here in the hopes that others’ experience will help you define and apply the concepts to your own situation.
The conference also featured a keynote address by Prudential CEO Arthur Ryan, who discussed several initiatives at his orga- nization in which HR’s contribution has been particularly impor- tant (see the sidebar, “Strategic Alignment: A CEO’s View”).
MAKING THE LINK
The panel agreed that it’s crucial to link current business imper- atives with human resources. And today’s key business impera- tives are:
Increasing productivity. Operating globally. Maintaining competitive labor costs. Cutting costs for other operations. Generating revenue growth through innovation. Managing effective and rapid change. Maintaining ethics and a good corporate reputation.
THE TALENT STRATEGY
This includes: Adjusting the staffing level. To respond to current condi-
tions, you need flexibility and an organized talent plan, said Sharon Taylor, senior vice president, corporate human resources, and chair of the Prudential Foundation, Prudential. “Who you have, what they do, how they do it—you need to know this to be able to redeploy.”
Adjusting to changing demographics. This is especially continued on page 13
disconnected from technology and, in some cases, HR was disconnected from the business strategy. Today, the focus is shifting to more manager- and strategy-oriented applications to provide the highest ROI and im- pact.
Develop an action plan to ex- pand the deployment of manager productivity applications. Then look
to performance-measurement tech- nologies as an extension of HR trans- formation.
Recognize the importance of change management in generating a successful initiative. Establish and execute a plan at all levels.
FOR MORE INFORMATION
The accompanying tables provide
information on software development and delivery vendor providers from North American respondents (see Table 1), investment to date world- wide for workforce technologies by size (see Table 2), investment so far in responding organizations by size (see Table 3), and budget for the next 21 months for workforce tech- nologies (see Table 4).
TECHNOLOGY (cont’d)
STRATEGIC INITIATIVES (cont’d from page 1)
important with regard to “offshor- ing” jobs. The question is quite com- plex, including how to explain the need for it to your stakeholders and customers and dealing with a poten- tial public relations backlash from those who find offshoring unpatriotic.
Some operations at Corning, Inc., have been sent abroad, said Kurt Fischer, vice president, human re- sources, and diversity officer. Send- ing manufacturin.
Unlock hiring success with Recruitment Scorecard, a strategic tool revolutionizing talent acquisition. Dive into data-driven decisions and streamlined processes.
The sample material covers the following topics as under.
Strategic Staffing
What is Strategic Staffing?
Comparison between Strategic and Traditional Staffing
Components of Strategic Staffing
Goals of Strategic Staffing
Functional areas of HRM
In order to get the final copy of the reading material, click on the below link.
http://www.vskills.in/certification/Human-Resources/certified-hr-staffing-manager
Similar to Talent acquisition group at hcl technologies (20)
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.