Talentship Approaches to

Recruitment

@
 Definition

Byars L. & Rue L. (Human Resource Management 2010)

 Recruitment involves seeking & attracting a pool of people from which

qualified candidates for job vacancies can be chosen

 Selection is the process by which managers and others use specific

instruments to choose from a pool of applicants a person or persons most
likely to succeed in the job(s), given management goals and legal
requirements.
 Recruitment - Creating Psychological Contract

 Recruitment is vital to the formation of a positive psychological contract,

which provides the basis of organizational commitment and motivation.

 Progressive HR practices are crucial to a positive psychological

contract – this includes attention to effective recruitment and selection
practices.
 HR - Paradigm Shift

HR Talentship
Personnel

Control Services Decisions

Improving Organization
Monitoring & Compliance Providing Effective Services Decisions
 What is a Talent Resource?

 Includes talent that organization knows and manages

 All those talents potentially available and valuable had

organization known about it.
 Live example with LSQ

Position: Management Trainee Marketing

Odiorne Matrix
 high
B ­ Workhorses  A ­  Stars
Individuals who produce effectively, however   
they have reached their level of competency. Individuals who have real potential for the 
future and are high performers.

performance

D – Deadwood C ­ Problem Children

 Individuals who have no potential and   Individuals who have potential but are not 
perform poorly. They are in the wrong role. performing in their role. This may be 
because they are newly promoted.
low

    low                                                         potential                                                     high  
Employer Branding and Recruitment
 Before you work on anything else, ensure your employer brand is clearly
established and properly reflective of your company.

Create target audience profiles: The next component to undertake is

segmenting your target candidates. You have many roles to fill and your
ideal candidate for an SVP of Marketing position is night-and-day different
from an hourly employee in your distribution center. Learn about each of
these target groups – what their motivations are and what they are looking
for. Then, build unique profiles for them.
 Employer Branding

Content marketing

With your target audience profiles, you now have a foundation to build on.
You want to take that knowledge and infuse it into your content, which could
include print collaterals, job descriptions, social content, website pages,
employee interviews and creative ads (need some inspiration?). Regardless
of the medium, the foundational pieces should remain consistent themes
throughout.
[email protected]
Digital advertising

Remember, this is talent attraction and utilizing your beautiful creative,

captivating content and strong brand to capture your job seekers’ attention
is the name of the game, folks.

Social recruiting

The best way to connect with your job seekers remains social media. It is
the premier way to share an honest picture of your value and culture. But,
don’t just talk. Listen. ‘Engage. Entertain. Connect.’
 Social recruiting: Reach out to candidates with personal touches. As
people feel inundated with information and messages, it’s important that
recruiters make their direct messages stand out,

It feels like there is nothing worse than getting an email that seems copy and
pasted. We get them all day, and delete them all day.

When approach a talented individual online, tend to not start out with a sales
pitch. Instead try to be personable, show them that you took time to look at
their profile and share a compelling reason why the company is reaching
out. To continue the conversation, try to share articles they would find
interesting. “Relate; don’t just recruit.”
 Create a LinkedIn Company Page

• LinkedIn is probably the first social media platform everyone thinks of when
they’re thinking about social recruiting, and for good reason.

• A full 93 percent of companies use LinkedIn for recruiting.

Optimize your LinkedIn Company Page for Search:

LinkedIn uses the text you write when you create your account to help people find
you, and Google uses text from LinkedIn pages to decide where they’ll show in
search results.

1. Write a brief main message

LinkedIn will only show the first 200 characters of your description above “See
More,” and when your company page shows up in search, Google only shows the
first 154 characters. Focus on what you want your message to be, and get it down to
154 characters.

2. Fill out your description

Be sure to use the remaining 1,846 characters LinkedIn gives you for the description.
All of this is searchable text for Google, so you’ll want to include keywords people
would use to find your company in search, and you may need to balance it out with
social media marketing needs - not just recruiting.
 Create Custom Images for More Social Engagement

• Did you know that just having images on LinkedIn makes your company page 14x
more likely to be viewed? On social media in general, content with images is 650%
more likely to be viewed.
• Furthermore, when text is paired with a relevant image, people are about 8 times
more likely to remember the message.
 Get Employees to Help Share Your Culture

• The people who form your company are in the best place to share
company culture authentically on social media.
Walt Disney once noted: “I only hope that we don’t lose sight of one thing – that it was
all started by a mouse”. (Disney Dreamer, 1998). By combining Imagineering with
engineering Disney’s company reaches unparalleled success with the creation of the
first full length animated movie. Disneyland uses collective imagination to bring
characters to life. Walt called them “Animatronics”. (Magical Kingdoms, July 2008)

www.disneydreamer.com/walt/quotes.htm
 The CEO came down from his office to walk through every department,
shaking hands with employees.
 Matt Asay COO Canonical about

I spent much of yesterday down at Apple, and while it's no secret that I'm an Apple fan,
even I was surprised by how enlightening the experience was. Apple is not Apple
because of its technology. Apple is Apple because of the fervor with which its
employees believe in the corporate mission. That fervor was evident in abundance as I
ate in the cafeteria, as I walked the halls, and even in the lobby. Every employee
carries an iPhone.

Every employee has a MacBook /Pro. And every employee seems ecstatic to be doing
so. You get the same corporate feeling at Red Hat. Ditto for Microsoft. Extreme ditto for
Google. People believe in these employers. Oracle has the same general feeling.
 These companies are winners. They are winners because, first and foremost, their
employees fundamentally believe in their products and the companies' mission. You
can't buy that allegiance. You earn it.

Apple's campus is a fortress. The people within believe that they are doing The
Right Thing, and that they will win…passion for one's company is arguably a
prerequisite for any company that wants to dominate its market. Walking the halls of
Apple yesterday, it has that in spades.
At Harvard Business School's picturesque campus on the banks of the Charles River
in Cambridge, Massachusetts, students will now learn how a home appliances
company became a household name in India, introducing products once considered
impractical for the market. Professor Narayan Das, who authored the case study on
Eureka Forbes Limited, says, “the success of its direct selling strategy in India is
equally relevant to students here…the Eureka Forbes model is a perfect one because
their sales cycle is 12 hours. The salesperson door knocks in the morning, and closes
the deal in the evening.”

Regional Manager (South) of Eureka Forbes, V Mathialagan says," In India, one

thing you must understand is every town the culture, language is different. Even in
Bangalore, different pockets have different cultures. Understanding the needs of
individual customs is very important.”
At EUREKA Forbes, employees who have put in two years in the company are eligible

to contest an in-house election for ‘councillors’ and ‘senators’. In 2008, 270 candidates
contested for 56 seats (42 councillors and 14 senators); they even drafted their own
manifestos, and articulated plans to develop their ‘constituencies’. All employees cast
their votes through a secret ballot to elect the ‘house of Eurochamps’. Councillors
meet once a month, the senate once a quarter, to address employee issues. “The idea
is to ensure the voice of our people is heard in the decision-making process,” says
Suresh Goklaney, Vice-Chairman & Managing Director, Eureka Forbes: “The concept
has helped us eliminate barriers in the flow of knowledge and communication across
hierarchies.”
 For a direct-selling company like Eureka Forbes, employees are its single biggest
asset. The company looks to take people with average educational qualifications and
turn them into performers through a mix of training and performance-based
incentives. The company runs an induction programme for newcomers and a
refresher course for front-line employees.
Strategically Projected Individual Leadership In Employer Branding

Cardiac surgeon Dr. Devi Shetty is on a mission to build 5,000-bed "health cities"
across India, has contained costs by tweaking processes, driving hard bargains and
negotiating creative partnership deals, but faces challenges in replicating that model
on a bigger scale. Shetty wants to make quality health care accessible and affordable
using economies of scale, or the cost advantages businesses obtain due to
expansion. "Even today only 8% of the world's population can afford heart operations.
In India, around 2.5 million people require heart surgeries every year but all of the
country's doctors put together perform only 80,000 to 90,000 surgeries a year. We
clearly need to relook and change the way things are being done."
At his Narayana Hrudayalaya Institute of Cardiac Sciences in Bangalore, the 56-
year-old Shetty is doing just that. Patients at his hospital get cardiac care at a cost
lower than any other hospital in the country and at a fraction of what it would cost
elsewhere in the world, a feat accomplished through what Shetty refers to as
"process innovation.“

Shetty came to the conclusion that the health care industry needs more process
innovation than product innovation. The industry "does not need a magic pill or the
fastest scanner or a new procedure," he states, but instead requires
improvements that lower the cost of medical attention and make it more widely
available. Shetty's premise of economies of scale is not radical; in fact, the doctor
describes his way as "the Walmart approach." What sets him apart, however, is
that he has successfully adapted the method to a field as complex and costly as
cardiac care.
 Shetty has reason to be confident. Over the years, the Bangalore heart hospital he
opened in 2001 grew to 1,000 beds; the facility has added advanced technology and
doctors there perform some 30 surgeries a day -- the highest number of cardiac
surgeries done by any hospital in India. Other hospitals in India, including Escorts,
Apollo, Wockhardt and Fortis, perform about half that number. In addition, Shetty's
staff has the capability to do a large number of different cardiac procedures. The
hospital's mortality rate of around 2% and hospital-acquired infection rate of 2.8 per
1000 ICU days are comparable to the best hospitals across the world, Shetty asserts.
In an article in Forbes India, the University of Michigan's C. K. Prahalad said the
mortality rate in Narayana Hrudayalaya is "much lower than in New York State for
similar kinds of heart disease
 Typically, cardiac surgeons are paid per surgery and their costs constitute a
significant proportion of a hospital's total expenses. Shetty invited his staff
physicians to work for fixed salaries; he did not pay them less than what they would
have normally taken home at the end of the month, but he required doctors to
perform more surgeries, bringing down the cost per procedure. This approach
continues to be one of the core savings areas at Narayana Hrudayalaya.

Apart from the surgeries, the Bangalore campus treats about 2,500 people daily in
its out-patient department. The increasing volumes in turn have helped lower costs
in many ways, staff says. The hospital has moved to digital X-ray technology, saving
on the recurring cost of film. Most hospitals use their CT scanners, MRI (magnetic
resonance imaging) and other machines for only eight hours a day, but Narayana
Hrudayalaya uses them for 14 hours and offers these tests to the patients at lower
rates in the late evenings. As volumes increase, per unit costs naturally come down.
 For procedures like blood gas analysis, Shetty's team convinced the equipment
vendor that, instead of selling the machine to the hospital, he could simply park it
there and make his money by selling the chemical reagents required for the test. The
hospital saves on the cost of the machines while the vendor also profits. For the past
six months, another vendor has parked his catheterization laboratory equipment at
the hospital free of charge. The deal came together because the vendor wants to use
Narayana Hrudayalaya as a referral, Shetty notes, with the idea that if he can show
that his equipment can cope with the patient volumes at Narayana Hrudayalaya, it
can work anywhere, he adds.

The high patient volumes help Shetty drive a hard bargain with vendors when
negotiating prices for everything from basic supplies to sophisticated medical
equipment. "Given [the hospital's] volumes and Shetty's own credibility, every
negotiation is as tough as it can be.
Candidate lead capture

There are many names for this: talent community, lead capture, talent pipeline, etc.
Generally, only 10% of any career site traffic actually completes an application so
you’re losing 90% of your audience. A lead capture form changes that and allows you
to re-engage with your interested job seekers.

Candidate communications and nurturing

So, a job seeker joined your talent community. Great! But…now what? Engage with
them. Chat with them. Have your recruiters evaluate their experience and see if
there’s a fit. There are some new tools out there that help with this, but if you don’t
have the budget for that at least have your recruiters manually source your talent
community.
Recruitment strategies that create
Difference…
 Best Corporate Careers Website: Deloitte

Deloitte has long been a leader in both recruiting and retention, and now it
has broken new ground by building a global careers website designed from
the ground up to focus on the candidate experience. Unlike most corporate
sites, which are dull and serve as nothing more than "front-ends" to
applicant tracking systems, the Deloitte solution uses cutting-edge
marketing approaches and the latest technology to serve candidates
consistently around the world.
 Deloitte: http://serendis.com.au/career-returners-program.php

THE CAREER RETURNERS programme:

In 2016, Deloitte along with Serendis Leadership Consulting facilitated the first cross-
industry return to work initiative for women who have had a career break and are
ready to engage with a corporate role. Eligible candidates who have a minimum of 8-
10 years of quality corporate experience and are looking to return after 2+ years out
of the corporate sector (some candidates have had up to a 10-year break)

Candidates who are keen to reengage in a meaningful career in a flexible way.

Flexible working has come a long way in the last few years, many potential
candidates have found the attitudes and openness of the organizations we work with
to be fresh and surprising on this front.
 Best College Recruiting Program: Whirlpool

Whirlpool has redesigned its university recruiting program to ensure

a consistent pipeline of mid-level management talent through the
Whirlpool Leadership Development Program.
 Most Strategic Use of Recruiting Technology: Hewlett-Packard

Hewlett-Packard has been a pioneer in the adoption of a truly global

HR strategy and in using technology in order to transform HR for
more than 20 years. In its latest move, HP has integrated all
recruitment technologies via the @HP portal to support a global HR
self-service model.
CASE Examples of Employer Branding efforts by Indian
organizations
 RMSI Rank 1
RMSI, a global IT services company providing geospatial and software
services to clients across the globe has surpassed Google, which has been
topping the best employer charts for the past 5 years.

A flexible work environment, high level of empowerment and accountability

where each employee owns his area of domain/function, employees’
involvement in company’s business decisions, leadership development
through mentoring and coaching, skills/competency development initiatives,
corporate social responsibility program, multi-cultural exposure through
onsite work opportunities are the big takeaways at RMSI.
 Hailing RMSI’s great work culture, Gagan Jyot, vice president, Human
Resources, RMSI, says, “People are respected and valued, performance is
nurtured, creativity and excellence are encouraged, leadership and
teamwork are rewarded. The management team is simple, honest and
highly approachable, which makes it easy for people to work together as
one team and focus on the business and clients.”

Rewarding environment

The work is intellectually stimulating as we help solve global problems and

contribute to the world, she adds. “Various reward and recognition programs
ensure that innovation, creativity, leadership and team work is rewarded
along with individual contributions. Fast track growth paths are created for
high performers. Parenting, relationship counseling, child psychology
workshops help build a bond with families of employees,” explains Gagan.
Healthcare and other benefits

With a strong focus on employee’s health and overall well-being, lifestyle

assessment checks, dental/medical/eye check ups, life-skill workshops, stress
management through yoga, meditation, check-up camps, physiotherapy are
undertaken.

Initiatives for women

“Besides a well defined ‘Anti sexual harassment’ policy which ensures safety
and equal rights for women, other initiatives like self defense workshops, Tai
chi, distribution of pepper sprays, sessions with women police officers and
NGOs to create awareness about women safety and rights are organised, says
Gagan. The company also has focused health initiatives for women for breast
and cervix cancer, thyroid tests, gynecological problems. Women also have
access to extended maternity leave, part time/flexible working hours, work from
home options and option to take a short-term break in careers.
 Google India Rank 2
‘Fitness and fun are woven into Google's history’

When it comes to facilities, working environment and benefits, work-life

balance, very few companies can compete with Google. The company
makes sure the employees get the right environment to grow to their true
potential. With a creative and colourful ambience, offices are designed to
promote fun-filled innovation as the company believes it is crucial for
employees to think creatively and give their best.

“The employees have access to the best and brightest IT specialists to help
get their jobs done. The TechStop is Google in-house tech support shop, it
provides Google employees guidance with all hardware and software needs
and problems at any time,” says a Google spokesperson.
Access to best facilities

The employees at Google get to use the company's products to get work
done, and beta-test products that haven't been released to the public yet.
Employees have access to fully equipped gyms across offices in India with
trainers and customized health programs. Employees can play table tennis,
pool, football, air hockey and other games in the recreation area, or go to
one of the several sleep pods for a quick nap.
Fun at work

“We have numerous special facilities which helps our employees maintain a
work-life balance. Every week on Friday, Google hosts TGIF (Thank God
It's Friday) after 4 p.m. where everyone mingles and works together. This
gives an open platform to employees to collaborate more. Furthermore,
Google encourages its employees to pursue their passion, be it in music or
drama or some other form of art,” says the spokesperson. The company is
strongly looking at removing bureaucratic delays and any policies that
hinder speedy decisions.

“Each year, the company organizes a 'bureaucracy buster' day where

employees can suggest changes to minimize policies and reduce excessive
guidelines,” the spokesperson adds.
Women’s initiatives
Women’s empowerment is another focus area. Google offers academic
scholarships to future leaders in technology and supporting employee resource
groups like Women@Google.

Food
Food at Google offices is another attraction. Three meals and unlimited snacks
from the cafeteria are totally free of cost. Meals are made as healthy as possible
along with an elaborate menu.

For families
Involving families, Google hosts its annual 'bring your children to work' day. On
this day, the company organises engagement activities for children. Additionally,
new employees at Google can even bring their parents to work on a designated
day.
 SAP Labs India Rank 5

SAP Labs has a slew of initiatives to keep employees happy from flexible work
options, healthcare policies and initiatives to help employees during a crisis as well.

Maternity Leave Policy: Women employees are entitled to twenty weeks of paid
maternity leave with an additional sixteen weeks of extended maternity leave with
loss of pay or a part time work option. Women are offered with cab transportation
during and post pregnancy.

Run Mummier: It is a maternity return program that focuses on ensuring the return of
a female employee after her maternity leave as smooth as possible.

‘Part work from home’ after the birth of a child implies that male employees, apart
from paternity leave, have the flexibility to work for four hours at office and the rest
from home.
SAPlings in-house creche: This creche caters to 250 children in the age group
of nine months to six years. Under this program children are provided with day
care, Montessori education, summer camps as well as other activities.

Business Women Network: This is a forum which strives to foster a diverse

workplace at SAP by inspiring women employees through the creation of role
models and sharing of inspirational stories of successful women in leadership
positions.

Work From Home Policy: Employees can work from home for four days in a
month or one day a week.
Temporary Part Time Work: This benefit allows employees to work part–time for a
maximum period of four months. One can work on 50, 60 or 80 percent of regular
work load based on the agreement with the manager.

Care for Life: One of the most impactful initiatives has been an Employee
Benevolent Fund called ‘Care for Life Fund’ which is a purely voluntary, employee
funded and employee managed initiative, used to provide financial support to
employees and their families in times of unexpected and unforeseen
emergencies. The Care for Life Fund operates through a Trust and runs on a steady
monthly contribution by members.

Other activities: SAP has 33 interest groups, each catering to specific activities like
drama, music, art, dance etc to help employees pursue an interest of their choice.
 Godrej Consumer Products Rank: 6

Diversity & Inclusion programme

There are resource groups for working women (Godrej alliance for women) and
parents (Godrej alliance for parents) with cross-company leadership networks. Both
these networks are supported with periodic trainings, external speakers and
workshops to address the particular issues that each group may encounter. The
company conducts workshops and trainings on professional development. “As we put
this programme in place, we are also starting to create goals for ourselves in terms of
female representation in our workforce and at different managerial levels. We are
confident that in a few years, we are going to see a different profile of Godrejites.

As part of our employee referral policy, Godrejites can claim 1.5 times the regular
referral amount if they refer a woman,” points out Rahul Gama.
 Maternity policy

The company’s maternity policy offers full pay for six months. We are endeavoring to

create an open and inclusive environment for our women talent, who return to work

post an extended break.

Flexi work and part time work options are also available to help make this balance

along with other facilities at our offices. A robust talent management process to groom

high potential women talent.

 100 Leaders Programme

Elaborating on this unique program, Gama, “As our business grew in size and reach, a
key challenge we faced was to build and strengthen a robust talent pipeline to serve
our global needs. We recognized that it was equally important to identify and nurture
top talent across all levels in Argentina and Africa as in India. We also needed one
framework to evaluate our tram members and have visibility to track careers and
progress of our talent pool to drive leadership development globally.”This program will
ensure build leadership & functional capabilities and develop a pool of engaged
leaders with global skills and mindsets.

Over a period of time, this will fuel the company’s succession management programme
in line with our ambitious growth plans. It has identified over 100 members with the
potential to lead various functions of the organization.
Godrej LOUD
Godrej LOUD (Live Out Ur Dream) is a new approach to spotting and attracting talent
at business school campuses in India.

“In 2012, we decided to put a different spin on recruitment for 2 reasons – first,
because we found that these competitions had become a staple, with little to
differentiate them and they focused on second year students, while our hiring practice
had moved towards converting summer interns into full time hires. We needed to
reach out to students prior to even recruitment for summer internships,” explains
Rahul Gama. Godrej LOUD encouraged first year students to come forward and live
out their unfulfilled personal dreams. The company believes such people will bring the
same enthusiasm and drive to the workplace and make for more rounded team
members.
 Sponsorship and mentoring, Pre Placement Summer Offer, a new concept on

campus – a chance to sign on for Gurukul, a whole 2 months before recruitment

season on campus has also started.

“We made every step of LOUD as innovative and distinctly Godrej as we could –
the launch, application process, social media. LOUD has been a runaway success
on campuses. This year, we are visiting 12 top B-schools across the country. We
have been receiving a lot of great applications and our proposition is stronger than
ever. Given its high connect, we also hosted LOUD for Godrej employees across
our India and international businesses and got a wonderful response,” adds Rahul
Gama.
Godrej Fellows Programme

It is a unique programme that aims to create future Godrej leaders. Each year, the
programme brings together a group of 12 exceptional young Godrejites under the age
of 35, from across companies and functions, who have unconventional ideas to
change Godrej. One of the primary objectives of this one-year programme is to teach
and mentor young leaders about how change happens within large corporations, and
to empower them to effectively create and manage this change themselves.
Recruitment Methods & Model
 The Microsoft Staffing Model
Nina Johal, a senior recruiting manager, discussed how the staffing team has been
encouraged to think creatively and try different models over the years. The model
they have implemented is built on the creation of specialized disciplines within the
recruiting team.

"Essentially, staffing has been split in half," she says. "I manage a team of
Candidate Generation Recruiters (CGRs), which is responsible for creating a
candidate pipeline. Some of these CGRs are not assigned requisitions — instead,
they are aligned by function, and source talent for our core high-volume positions.
Others interact with hiring managers and work on specific requisitions. Together, we
are able to proactively create a talent pipeline that meets the needs of the business
units, while also reacting to situational needs." Their activities include everything
from direct sourcing and resume database searches to industry event attendance
and networking.
 The Microsoft Staffing Model

The other team of recruiters, the Account Manager Recruiters (AMRs), creates
workforce plans, manages hiring managers' expectations throughout the hiring
process, participates in in-person interviews, works through the offer details, and
closes candidates on working for the company. "The AMRs and CGRs are very much
peers," says Johal. "They are equally important in the recruiting cycle."

Completing the Microsoft staffing model are the following vital components:
 Recruitment marketing. As Tom Koppel, a marketing account manager for
Microsoft, points out, no longer is the primary recruitment marketing task about
placing an in-column ad in the Sunday paper (although that occasionally does
happen). Instead, Microsoft's recruitment marketing efforts are focused on more
productive pursuits, such as enticing candidates who may never have considered
Microsoft as an employer (like finance candidates who think of them as just a
technology company) or luring out-of-state candidates who might not have thought
about making a move to the Pacific Northwest. I think you will see a lot more
companies beginning to emulate this approach.
 Recruitment and Competency

 A key role for HR is to align performance within roles with the strategy, so
recruiting for the ‘right’ people for a role depends on how it is defined in terms
relating to performance to achieve the strategy.

 Criterion-related behaviours or standards of performance are referred to

as competencies.

 Competencies can be used to provide the behaviours needed at work to

achieve the business strategy, and enable organizations to form a model of the
kinds of employee it wishes to attract through recruitment.

 Competing among STARS to decide on competencies that would be focussed

in recruitment marketing.
 Competencies are those underlying characteristic required for performing a given
task, activity, or role successfully. Competency may take the following forms:
Knowledge, Attitude, Skill and other characteristics of an individual including: Motives,
Values, Self-concept etc.

 Competencies may be grouped in to various areas. In classic article published a few

decades ago in Harvard Business Review Daniel Katz grouped those under three
areas, which were later expanded in to the following four: Technical, Managerial,
Human and Conceptual. This is a convenient classification and a given competency
may fall into one or more areas and may include more than one from.
Sr. No. Competencies Executive Manager Leader

A. Technical or Functional
A-1 Business Awareness
A-2 Business Skills
B. Managerial
B-1 Customer Orientation
B-2 Cross Functional Perspective
B-3 Planning Skills
B-4 Delegation Skills
B-5 Leadership Skills
B-6 Developing and Supporting Subordinates for Growth

C. Human
C-1 Communication
C-2 Team Working and Interpersonal Effectiveness
C-3 Influencing Ability/Skills
C-4 Achievement Orientation
C-5 Networking Ability/Skills
D. Conceptual
D-1 Creative Thinking
D-2 Strategic Thinking
D-3 Tolerance to Nonconformities etc.
 A – Technical or Functional: (Technical or Functional Human Attributes required to
perform a job)
• A – 1: BUSINESS AWARENESS: Competency of Business Awareness is defined
as the set of human attributes required to take business decisions for achieving
business objectives.
• A – 2: BUSINESS SKILLS: Competency of Business Skills is defined as the set of
human attributes required to effectively perform the functional business processes.
• B – MANAGERIAL: (K A S required Planning, Organizing, Mobilizing, and Utilizing
Resources.)
• B – 1: CUSTOMER ORIENTATION: Competency of Customer Orientation is
defined as the set of human attributes required to understand and satisfy customers’
needs and requirements.
• B - 2: CROSS FUNCTIONAL PERSPECTIVE: Competency of Cross Functional
Perspective is defined as the set of human attributes required for understanding own
job in relation with other functions within the organization.
• B – 3: PLANNING SKILLS: Competency of Planning is defined as the set of human
attributes required to understand interrelationships and requirements of different
activities to be performed to achieve the desired objectives.
• B – 4: DELEGATION: Competency of Delegation is defined as the set of human
attributes required to empower the subordinates for effective operation and
development.
• B – 5: LEADERSHIP (TAKING CHARGE): Competency of Leadership is defined as
the set of human attributes required to take responsibility for accomplishing the
desired objectives.
• B – 6: DEVELOPING AND SUPPORTING SUBORDINATES FOR
EFFECTIVENESS: Competency of Developing and Supporting Subordinates for
Effectiveness is defined as the set of human attributes required to enable the
subordinates to be effective in the assigned job and contribute to the Organization.
Sr. No. DECISIVENESS Allotted
Max. Marks Observed Evidence Marks
Behavioral Indicators
1 Is able to see cost, quality and delivery
implications 20

2 Has clear idea of the goals

15
3 Has clear idea of acceptable deviations
20

4 Knows importance of timing of a decision

20

5 Knows importance and problems of not

making a decision 15

6 Communicates decision or options in clear

and precise words 10

Remarks

Assessor & Date:

Recruitment Considerations
 Recruitment Considerations

An organization will take account of a number of factors when forming its

recruitment plans and choice of media.

These might include:

 Cost

 Time taken to recruit and select

 Labour market focus, for example: skills, profession or occupation

 Mobility of labour – geographic and occupational

 Legislation on gender discrimination, race discrimination and disability

Time lapse data (TLD):

This is the Time period between the dates of demand for manpower
requirement from a department to the actual date of filling the vacancies in
that department. Company can decide the TLD with past experience also.
 Yield Ratio & Cost of Recruitment per Employee
 Yield Ratio is the percentage of applicants from a recruitment source that make it to the
next stage of the selection process. If in a recruitment process 100 resumes are received,
and 50 are being found to be acceptable then yield is 50%

Cost of Recruitment Per employee hired:

SC = AC + AF + RB + NC

H H

SC = Source cost

AC = Advertising costs, total monthly expenditure (Rs. 28,000)

AF = Agency fees, total for the month (Rs. 19,000)

RB = Referral bonuses, total paid (Rs. 2300)

NC = No –cost hires, walk ins, nonprofit agencies etc (Rs. 0)

H = Total hire (119)

Cost to hire one employee = Rs. 414

 Computing Quality Level of New Hires

Quality of Hire = PR + HP + HR
N
PR = Average Performance review rating of new hires

HP= Percentage of New Hires reaching satisfactory productivity levels

within the timeframe

HR= Percentage of New Hires retained after one year

N: Number of Indicators
PR= 8.5 average review on a 10.0 scale= 85%

HP= 85 out of 100 employees hired 12 months back meet satisfactory

productivity standards i.e. 85%

HR= 10% turnover i.e. 90% HR

N= 3

Quality of Hire= 85+85+90 = 86.66%

3

A higher score means a better higher quality.

 Selection: costs
Organizations have become increasingly aware of making good selection
decisions, since it involves a number of costs:

 The cost of the selection process itself, including the use of various
selection instruments

 The future costs of inducting and training new staff

 The cost of labour turnover if the selected staff are not retained
 ROI & Deliverables
 Measure ROI in three steps: First, calculate the cost of initiatives (input).
Second, determine the variables that will be impacted by the initiative
(influencer/ impact variable). Third, calculate the return for that impact/
change initiative (return on investment).
 Example: Attrition in 2004 was 15% at the Director Level and above. Post-
initiative attrition was 12% at Director Level and above. Attrition at the
Director Level and above costs the company INR650,000 at 15%. After the
initiative, the attrition rate at the Director Level and above was 3% less or
INR 450,000 in net cost to the company. Thus, the initiative has an ROI of
INR 200,000 in net savings on a INR 10,000 investment.
 The traditional model of looking at ROI is: Input should be less than or equal
to the Return on Investment:
Elements of a High-Performance Work System (HPWS)
HPWS Outcomes
Conditions that Contribute to High Performance

 Teamwork and active participation

 Knowledge sharing
 Cutting edge technology
 Job Satisfaction
 Constant Feedback
 Ongoing training
 Employee rewards and compensation tied to company
performance
 Ethics
Employee Performance and HPWS
Thank You