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A Proposal for New Talent

Strategies
Suraj Shetty
Human Resources
Kalpataru Ltd

Agenda
Introduction
What is the need for Talent Acquisition (TAS)
Strategy ?
What are the lapses/Gaps in current Talent
Acquisition process ?
Where do we start
Ground work
How to do it
Results
Follow up actions
Questions

Introduction
Talent Acquisition is the process of attracting , finding , and selecting highly
talented individuals to meet current and future employment needs.
Recruitmentrefers to the overall process of attracting, selecting and appointing
suitable candidates to a one or morejobswithin an organisation, either permanent
or temporary
It is just the same with Recruitment and Talent Acquisition.
Both means the same. But conventionally recruitment is used or has been used for
mass recruitment, like for armed forces, govt. jobs, etc.
But when you associate with big organizations or companies, this term
(Recruitment) has been transformed to Talent Acquisition, by which they mean,
that they just don't hire a person, but they acquire a talent as we acquire assets. It
just means that people are vital and most integral part for the development of the
organization.

Strategic Talent Acquisition takes a long-term view of not only filling positions
today, but also using the candidates that come out of a recruiting campaign as a
means to fill similar positions in the future.
These future positions may be identifiable today by looking at the succession
management plan, or by analyzing the history of attrition for certain positions.
This makes it easy to predict that specific openings will occur at a pre-determined
period in time.
It is a process of defining a standard operating process for acquiring the best
talent from the market by making use of efficient recruitment strategies

What is the need for Talent Acquisition (TAS) Strategy ?


When Departments in our companies complain that they can't find enough good
people, the cause, in my view, is most likely to be deep-rooted and centered on a
misalignment between the strategic goals of the business and the efforts of the
company's talent acquisition professionals
This is usually because the perception of HR, where talent acquisition resides, is that of
a lower-level, tactical support function . In our organisation business leaders/Line
managers view talent acquisition as either strategic, operational or perhaps somewhere
in between.
But only if the role is seen as strategically important will HR stand a chance of showing
how it helps leaders meet the manpower elements of their strategic plans, and
ultimately their business goals.
To earn the right to wear that badge means you need people in talent acquisition who
have some understanding of strategy, can talk about it and know not just what
questions to ask, but also when to ask them.
Too often, the talent acquisition plan gets overlooked, or cannot flex quickly enough,
and the result is the business begins to fall behind competitors in the 'war for talent'.

What are the lapses/Gaps in current Talent Acquisition process ?

Current
Process

Gaps/Lapses
1 ) While the position is shared with HR , JDs are not given importance ,
very few ask for them . It should be mandatory for a BH to provide JD with
necessary updates along with the time required to hire along with his
availability and same should be shared with HR Leadership.
2) Recruitment team should work in a strategic manner rather than
just work with no alignments . Primarily create a requisition & feed in the
data , resumes on a weekly basis , post the job , use social media , source
personally , share with consultants if required etc. Maintain a way of sending
resumes to BH & keep a track of shortlisted candidates and enhance your
output through these leads.
3) Behavioral interviews and interview co-ordination are not taken
seriously . Schedule interviews in sync with support staff & interview panelists.
Send meeting requests with proper details . Have a personal discussion with the
candidate before interview to map his/her competencies and personal traits .
Brief the BH before the interview and attend interviews to ascertain the
suitability of the candidate ( Behavioral interviews ).
4) Low engagement levels with candidates post offer , leading to no
shows on joining day . We should keep our engagement levels high with
candidates after selection or communicate them them about there non
selection .
5) Reference checks are not verified and not done in time frame , no
offer should be rolled out before reference check .
6) Emphasize is not given to squeezing of notice period and rapport
building with candidates in notice period is not upto mark . We should try
to rectify this by maintaining relationship with new joiness to avoid no shows on
joining day.
7)Background verification is not done before joining in most cases , we
should see to it is done mostly before joining (excluding exceptional cases )
which will reduce deployment.
8) Joining formalities should be taken as a platform for inducing values , rapport

Where do we start
Designing the talent acquisition strategy is a critical first
step in allowing leaders in the HR function to get that
crucial alignment.
7 steps we can follow and can be used as a template
1.Look at the key skills required to ensure
business objectives are continuously met, and
regularly review them
As the Real Estate,EPC, etc industries evolves so do the
skills required within any business. Kalpataru work in a
variety of project areas which often change, therefore the
required specific expertise can also vary. You don't want
to be hiring 'key' people only to see their expertise
become redundant within a matter of months/Years.
2.Do a skills gap analysis to show where you are
exposed.
As the business portfolio evolves there is often a need to
bring new skills, techniques or areas of expertise into the
organisation. Identifying those gaps early is vital. It helps
us as HR professionals map the market to determine
where that talent currently sits, how big a potential
candidate pool there is and where the potential obstacles
might arise, e.g. location.
3.Develop an internal mobility and succession
plan to ensure good people are being utilised
optimally.
Having a succession plan in place is a crucial component
to any company's workforce plan. It not only acts as a
great motivator with existing key people but also acts as

4.Plan for attrition.Again, this is a very important element in workforce


analytics for presenting to business leaders. By forecasting future leavers it helps
leaders plan accordingly for any skills gaps and back-fill appropriately, and in good
time.
5.Analyse company demographics to ensure diversity objectives are
met.Diversity is no longer optional. It has become absolutely essential within any
business as, in my opinion, it drives creativity and innovation. From gender to
ethnicity, it is important to get the balance right, the best person for the job, we
should make a concerted effort to ensure diverse candidates are short listed and
hired.
6.Determine gaps and therefore external recruitment needs.Once the
internal skills have been identified and succession planning has been implemented,
any clear gaps can be determined; what's going to be critical in the near future and
what's needed for the longer term.
7.Define and develop an external sourcing strategy.As we all know that
strategies and tactics used to recruit active jobseekers are quite different to those
used for 'passive candidates'. These are people who are currently quite happy where
they are working but might be open to the idea of a move if it's the right one,
proposed and presented well. In the past, when companies were operating in a
comparatively 'steady state', a big corporate brand was often enough to produce a
good candidate roster. In our former roles, we became accustomed to hearing"Why
wouldn't they want to work for us? We're Kalpataru!"Today, corporate brands have
a limited shelf life and should not be over-relied on. Only a compelling, personalised
and value-led employment proposition will attract the best people.
Being part of those high level business discussions where the workforce plan is
developed is a key first step in turning a talent acquisition strategy into an
overarching recruitment and sourcing plan. The next important step is to then
design, deliver and execute this in partnership with each of the individual hiring
teams.
Recruitment is not a 'one size fits all' process, so it's extremely important that the

Ground work
Relationship Building
During first 90 days lets meet all senior leadership , hiring managers ,and
peers.
Gain a better understanding of the success and challenges they are
experiencing regarding talent acquisition.
Discuss and determine expectations , accountability , and what everyones
role is within the process.
Educate leadership and hiring managers on recruiting tactics and
employment branding
Be a great listener , win respect ,build confidence , be proactive , and show
reliability.
Revamp Recruiting/Hiring Process
Discuss with various individuals if the current process has been effective,
what strategies are successful , what changes need to be made , and where
the company needs to be in future.
Who is involved with recruiting , have individuals been trained to interview
and hire , is the candidate experience consistent , what sourcing strategies
are currently in place.
Conduct a need analysis ( current and future openings 3/6/9/12 months
ahead).
During the first 90 days , lets develop a group wide talent acquisition
strategy , recruiting process flow map, candidate sourcing strategy , and
make sure there is consistency and standardisation throughout the process.
Recruiting Metrics
Develop a core group of metrics based upon specific measurables.
Recommendations would include, but are not limited to the following - Time
to fill , Cost per hire , Candidate source , Quality of hire , Lag time

How to do it

All hiring
managers to
create
requisition in
Taleo and get
it approved
by HR and
co-ordinate
for JD and
Time to get
the candidate
on board

TA Team to
work in a
strategic
manner ,
source & post
on various
portals ,
social media
networks,
employee
referral etc

Initial
Screening can
be done
jointly with
Line manager
to reduce
time

SL
candidates to
be
interviewed
and
accordingly
finalised and
offer
negotiation
and pre hire
to be done.

To be
completed
within 15-20
days of offer
acceptance
along with
collecting
relevant
documents

To be taken
care by
Talent
Management ,
L& D Team

Should be
devised and
devised
and
executed
executed by
by a
a
specific team

Results

The strategy should undergo proof reading and


accordingly implemented in a span of 90 days .
Quarterly a recheck on the process to be done and
errors should be rectified appropriately.
ROI for all recruitment tools should be generated
quarterly.
After a year benchmarking to be done and the
process should be realigned to enhance efficiency.
The TA team should take responsibility of the
quality of hire
TA team should plan an effective campus
recruitment .

Follow up actions
1. Behavioral Interviews to be given weight age in interview process
2. A set of standard questions to be prepared for technical as well as
behavioral interviews, Department wise.
3. A distinct sourcing strategy to be formulated.
4. A stipulated time period for each hire in which each process should have
time limit .
5. Pre hire formalities to be given importance , on the 1st day a new joinee
should have place to sit and functional system.
6. A standard salary sheet with all benefits such as mediclaim , car policy to
be prepared .
7. JDs to be made for each and every role with reference codes
currently in function .
8. BH/Line managers also to be held accountable for lag time in
recruitment this will increase partnership between HR and BH/Line
managers
9. Engagement level with candidates post offer should be increased.
10. Each and every member of HR should have fair understanding about
company values
, policies and also about company prospects.
11. We should popularize the buddy system.
12. Consultants should be aware of our TAS and send CVs with HRC No.
,without which the CVs should be sent back for necessary action.
13. At executive level interviews , card culture should be followed .
14. A system generated mail to be generated for interview schedule to
candidates and also a line of communication stating non-selection followed
with reasons.
15. An interview assessment sheet to be prepared which should be filled in
by interviewers which will have parameters taken into consideration for
judging the candidates suitability along with comments.

Questions

The Real Estate sector has made


progress but still has a lot more to do
to find cost savings, create efficiencies
and drive innovation. For those
reasons, it's more important than ever
that we, as talent acquisition
professionals, step up to the mark and
work as true, value-adding partners
with our leadership colleagues.
The alternative is to accept that human
resources is purely transactional, non
value-adding and therefore something
that should sit outside the core of the
enterprise . That's not a vision we
relish the thought of.We prefer the
alternative vision; one in which HR
professionals help our employers hire
for the future, and break free from the
comfortable, familiar and in many
cases outdated methods used in the
past.

References
Webliography
http://www.slideshare.net/themindshiftjoy/talent-acquisition-14602674?
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http://www.slideshare.net/adp/talent-acquisition-recruitment-strategies?
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How to design and implement talent acquisition strategies to meet
corporate goals
09/10/2013
By Tom Bradley and Christian Steele

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