Talent Acquisition

Term V (Batch 2011-13 )

What is Competency Mapping?

The process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point in time

It

consist of breaking a given role or job into its constituent tasks or activities and identifying the competencies needed to perform the same successfully

Competency Mapping Methods

The Behavioral Event Interview (BEI) Expert panels Focus groups Surveys Psychometric tests

Recruitment (Sourcing) strategy

HRP PROCESS Company Objectives & Strategic Plans Market Forecast Production Objectives Time Horizon (Short/Long Term) Capital/Financial Plans PHASE I

Estimating Human Resource Requirement Based on Objectives & Top Management Approval

Human Resource Demand Forecast Number Category Skills

Human Resource Inventory

PHASE II

Human Resource Supply Forecast

Action Plans Recruitment, Retraining, Redundancy, Productivity

Monitoring and Control

PHASE III

HR/STAFF REQUISITION FORM - Sample

Position: Division: Location: Full Time/Part Time/Contract: Application made by (Function/Department): Case for Recruitment (to be filled by recruiting manager) Job Description Position Details: Educational qualification: Experience: Compensation/CTC: Date required from:

HR Manager/Head

Functional/Dept Head

Recruitment/Hiring Plan: key considerations

1.Workforce plan a) Hiring volume for a period of 12 months ( annual hiring target) b) Business scenarios that could spike the volume

2. Job descriptions (JD) Key success factors and key performance indicators for the role from hiring managers 3.Talent availability: external market analysis, internal talent review process, performance and succession plans 4.Identify sourcing channels 1) Referral program; 2) Campus; 3) Industry associations/user groups; 4) Social networking sites; 5) Walk in/Career fair

Staffing Projections (LOB)

2010 Hiring Projections (Net adds + Backfills) Staffing FCE ASC WWRIM 12 AESIL AEIGCS Total 2

Trainee Band 28 450 1280

10

272

440

2452

Band 30

168

35

110

49

70

432

Band 35 +

46

15

20

12

97

Total

664

1330

152

325

522

2983

Employer branding and value proposition

1) Why work for this company - Company history, major products/services - Locations, market share, new product/service launch - Financials ( Annual Revenues, profits), Stock performance - People practices, career progression, benefits etc (GPTW etc) 2)What do the current employees say about this company

3) What is business forecast

4) Any other unique/specific information

Key Join driverscareer, compensation & work environment

Recruitment mix levels of new positions

Executive level : Senior positions ( MDs,SVPs,Directors,VPs, GMs etc) L

Sourcing channel : Top Executive search firms (e.g Egon Zehndar, Heidrick & Struggles, ABC etc)
Middle level : AVPs. DGMs, Sr Managers ,Managers etc

A
T E

Sourcing channel : Search firms/Head hunters (e.g Grassik, Masternetworks etc)

R Junior level : ( Sr Executive,Asst Managers, Team Leaders, Business Analyst etc) A Sourcing channel : Search firms

L
Entry level : Campus Recruitment for fresh MBAs/CA/Engineers/Gradutes/Diploma Sourcing channel : Direct campus or through third party shorlisting

War for Talent : Why Is It A War

Competing for Ready to do the Job, Experienced Talent Comparator Companies Focused on Top of the Pyramid

Premium Talent : Premium service High demand for Talented employees in the job market
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Sourcing mix
- Channels

of recruitmentsource of recruitment

- Also known as the channel mix - sector/industry specific - balanced sourcing

Common sourcing mix

Consultants..faster reach; gives volumes; effective to hire varied skill sets..but High Cost

Referrals.fast reach to like minded people and low on cost

Job-Portals.time consuming, constant data mining required, common pool of people across Advertisements & Career Fair ..good branding but high cost

Campus..effective when you need freshers

Social Networking sites etc.the new way to recruit Gen Y

WHO WOULD YOU TRUST ???

WHEN BUYING A PRODUCT ?

A TELEMARKETING AGENT A SALES EXECUTIVE

A FRIEND OR RELATIVE

Right Referral Right Outcome

EMPLOYEE REFERRALS..the growing channel

In todays economy, more and more companies are relying on the power of referrals. Long viewed as the most effective way to attract quality hires, referrals enable companies to
Decrease turnover

Reduce costs
Improve productivity

Strengthen the bond with existing employees

Why Employees dont refer ?

The top 3 reasons for not referring according to a survey by Referral Networks are:
78%...Dont know anyone suitable for the position
42%...Afraid to refer as they are afraid that the referral will reflect badly on them if the referral does not work out 21%...Process is too much of a hassle
* Source: Survey by Referral networks

Six Best Practices for a successful Referral Program

1. Public recognition of successful referrals

2. Prompt bonus rewards

3. Regular promotional incentives 4. Converting the program from a passive to a proactive tool 5. Creative devices to enhance employee participation 6. Good communications feedback about referrals
* Source: Survey by Referral networks

Social Networking.for recruiting GEN Y : An opportunity to be explored

Recruiting today relies even more on Internet more recruiting takes place in a Webbased environment as more people use the Internet.

Social Networking Statistics 2007

MySpace - 114,000 Facebook - 52,000 Hi5 - 28,000 Friendster - 25,000 Orkut - 24,000 Bebo - 18,000 LinkedIn- 9500 Tagged - 13,000

.THE NUMBER IS GROWING EVERY DAY

Why Use Social Networking?

It saves time Meeting others with similar interests is easier As emails, addresses and cell phone numbers change throughout your life, you always have a constant place to reach someone.

.SO WHY NOT USE IT TO GET SEARCH THE TALENT YOU ARE LOOKING FOR?
*Statistics from WikiAnswers.com & article by Adam Ostraw 17th July 2008

RECRUITMENT

METRICS

Measures: 1) Time to fill : HR requisition to offer

2) Quality of Hire hiring manager surveys, time to productivity, retention

3) Cost / Hire - Direct & indirect cost

4.Offer to join ratio

5. Early attrition ( 30 90 days)

Key Learningso far

Understand the strategic importance of Recruitment and selection Impart skills/tools & techniques on making robust hiring decisions Current market trends/Talent landscape across sectors Recruit &select the best talent to help drive organizational strategy Competency based interviews..types of interview Sourcing strategies..channel mix , cost/hire etc

Key considerations
Attracting and retaining winning talent is essential to achieving business objectives

Leadership Competencies (People Managers) are the key driver in assessing talent foundation for all HR practices An effective competency-based selection system is essential to selecting winning talent
Interview is one tool for assessing potential talent

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Roadmap
Business Case for Using Structured Competency-based Interviews Basics of a Competency-based Interview

Asking the Right Questions

Documenting Behavior

Assessing the Data

Interview Practice

Sharing of Best Practices

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Trusting Your Gut

How comfortable are you making hiring decisions based on instincts or gut feel?

What are the downsides of relying on instincts?

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Research Findings

KEY CONCLUSION: Structuring the interview enhances reliability

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Benefits of Competency-based Interviews

CORPORATE VISION:
To become the worlds most respected service brand.

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Benefits of Competency-based Interviews

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Assessing Person-Organization Fit

Every interaction is an opportunity to assess fit

What is fit?

How does competency-based interviewing get at fit?

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Your Role as a Interviewer

Every candidate is a potential or existing customer

You want candidates to leave with a positive impression of the company regardless of whether or not they are hired

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Preparing for Success

Preparing for the Interview Opening the Interview Asking Interview Questions Providing Information and Closing

What can you do in preparing for the interview to ensure that the candidate has the best possible candidate experience? What is the impact of not being fully prepared for the interview?

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Conducting the Interview

Preparing for the Interview Opening the Interview Asking Interview Questions Providing Information and Closing

What are some appropriate/inappropriate ways of building rapport? What things should you inform the candidate of before starting the interview? Why is that important?

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Conducting the Interview

Preparing for the Interview Opening the Interview Asking Interview Questions Providing Information and Closing

Three types of interview questions

Behavioral questions focus on how the candidate

handled past experiences that demonstrate a specific competency

Situational questions (NEW) focus on how the

candidate would handle a hypothetical work-related situation

General questions help in assessing the

candidates career goals and fit for the job

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Conducting the Interview

Preparing for the Interview Opening the Interview Asking Interview Questions Providing Information and Closing

What can you do to ensure that the candidate leaves with a positive view of the Company and the interview experience?

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Face-to-Face vs. Telephone Interviews

What are the key differences between telephone and faceto-face interviews?

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Conducting Telephone Interviews

BENEFITS
Can focus on content of what person is saying Not distracted by physical appearance Easier to concentrate on note-taking

PITFALLS
More opportunity for attention to stray Cant observe candidates non-verbal cues

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Tips for Conducting Telephone Interviews

What has worked well for you?

What difficulties have you encountered?

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Benefits of Panel Interviews

Save time

Ratings tend to be more accurate

Behavioral notes tend to be more complete

Easier on interviewers

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Session Roadmap
Business Case for Using Structured Competency-based Interviews Basics of a Competency-based Interview Asking the Right Questions

Documenting Behavior

Assessing the Data

Interview Practice

Sharing of Best Practices

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Inappropriate Questioning Areas

Race Gender Religion National origin Mental or physical disability

Medical conditions or status

Marital status/family issues Prior arrest record

Age
Citizenship

Sexual orientation

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Tips for Asking Questions

Dont preface questions by indicating the competency Maintain a constant flow of note-taking Probe for complete behavioral information (Situation-Action-Result) Avoid making evaluative comments

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The Importance of Documentation

Helps to ensure your feedback is complete and accurate

Notes serve as a legal document that can be subpoenaed in situations where candidates challenge hiring decisions

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Determining Ratings
Individual competency ratings
Compare candidates responses with the behavioral

anchors for each competency

Consider significance, recency, and relevance of

candidates behaviors
Consider balance of positive and negative behaviors

Overall interview rating

Judgment as to whether candidate should be:

hired not hired questioned further

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