Wednesday, September 26, 2018

How Recruitment Process Outsourcing (RPO) can benefit your Organization

Employees are considered as the pillar of any organization, be it a multi-national company or a startup. While hiring a person, the hiring organization also checks whether the prospective recruit possesses the required skills so that he is a good cultural fit for the organization. Unfortunately, one of the problems that organizations face is recruiting and retaining the right talent that suits the business and the workplace environment.

In some cases, when the HR department has to fill up open positions on a tight timeline, they tend to make mistakes by hiring the wrong people. Such ‘hiring mistakes’ can result in additional costs being incurred by the organizations and hence many organizations opt for Recruitment Process Outsourcing (RPO) for their hiring, sourcing, retention and career development needs. RPO as a concept has been around for a couple of years and there are many inherent advantages of using Recruitment Outsourcing Process

Reduction in recruiting costs
Human Resources (HR) team from many organizations spend a lot of effort on job boards, headhunters, scouting for talent on business networking sites, etc. This comes at a huge cost and there is less Return on Investment (ROI). If the hiring process is not streamlined or if the hiring process is lengthy, it could result in a delay in hiring thereby impacting the project deadlines. In a dynamic business environment, companies can partner with renowned recruitment agencies in India which have a proven track-record and such agencies can act as an RPO partner since they have a deep-rooted expertise when it comes to recruitment.

This not only helps in streamlining the recruitment process but also helps in reducing the overall costs since organizations can hire good talent at a faster pace, keeping the HR function free to focus on other aspects of the organization.

Customized ‘staffing’ solutions to fit your business needs
An RPO partner does not work like a stand-alone entity, rather it works very closely with various departments within the organization, understanding their business strategy, hiring guidelines, company culture guidelines, etc. Irrespective of the size of the business, they can act as catalysts when it comes to anything related to ‘staffing’ and ‘recruitment’. They are flexible in their approach and do not follow the ‘One Size Fits All’ strategy for hiring. Hiring experts from RPO partner align themselves according to your business requirements.

Expertise in hiring ‘Quality Candidates’
The saying ‘One bad apple spoils the whole bunch’ is apt when it comes to hiring a candidate since one ‘wrong recruit’ in a team can spoil the culture of the whole team and make his other team members de-motivated. This is one of the primary reasons why organizations look for the candidate’s accomplishments, soft skills, etc. along with his relevant work experience and educational background. Due to pressing business constraints, hiring managers might not be in a position to look into these qualities in the candidate resulting in the hiring of a ‘bad apple’.

An RPO partner has relevant experience and expertise to identify such traits in the candidates, resulting in hiring the best people for their client. This eventually makes the hiring manager free to focus on other jobs in the organization and mentor the RPO partner on a need-to-need basis.

Employer’s Dream - Being a ‘Great Place to Work’
Organizations need ‘quality people’ and people need ‘jobs’ in quality organizations. Candidate quality and employer brand value also plays a huge role in hiring & retaining talent. With the advent of social media, candidates can manage to get a more-or-less insider’s view into an organization’s work culture, leadership traits of the higher management, expected pay scale (as per his expertise & experience), etc. Due to these reasons, organizations take utmost care to ensure that they are considered ‘employer of choice’.

Lengthy recruitment process and bad HR practices could tarnish a company’s brand image, eventually impacting their business. Partnering with the right RPO partner like ManpowerGroup Solutions that have expertise & experience in RPO can help in strengthening the core recruitment functions in your organization, making your organization goodGreat place to work’!

Contract to Hire: The latest hiring trend in 2018

With the disruption in technology impacting the labor market across sectors, there is a rising gap in talent in terms of required skillsets to match the competitive industry requirements. Most employers are, therefore, revamping their human capital structure.

“Trial before you hire” is the latest trend in developing workforce among the recruitment agencies in India in 2018 and it will keep growing in coming years.

What does contract to hire mean?   

Contract to hire (C2H) is no more new to the job seekers now. Contract staffing is having part of the recruitment process assigned to a staffing company like ManpowerGroup India who will cover the sourcing, screening, interview etc. on behalf of the corporate recruiter. Candidates are then interviewed by the end client’s team and on-boarded on the payroll of the contract partner providing Payroll Services for a pre-determined time period under the contractual deed.

Why choose contract staffing over direct?
  • Candidates get the opportunity to know about the organization before they decide to join as a full time employee
  • The organization also gets time to evaluate the candidate for a predetermined period.
  • The entire process of bringing contract-to-hire employee onboard is less time invasive.
  • There is no long term commitment for the candidate.
  • The company is not directly involved in managing the benefits and remuneration of a candidate until he or she comes on board as a permanent employee.
  • From an administrative perspective, direct hire is more expensive than temp-hire considering the amount of money and time an organization has to invest for the recruitment functions.
  • Both the employer and the candidate enjoy flexibility in their work schedules in terms of getting more exposure while working across various projects and also meet short term requirements
  • Contract staffing helps the end customers build a diverse talent pool and also the candidates get the opportunity to work on various projects and build their expertise and experience.

Monday, September 17, 2018

Putting Experience at the Center of Talent Management

As business landscapes continue to change and shift, talent management leaders face recurring questions:
  • Can leaders be developed quickly enough to meet demand?
  • Could leaders better take advantage of current talent management processes and efforts?
  • How can we help line managers develop and manage talent more effectively?

Learning from experience is the best way to develop talent. Yet most organizations aren’t maximizing on-the-job opportunities that prepare leaders, develop employees, and advance business goals.
The key is to make experience-driven leader development intentional.

HR leaders understand this and often follow the 70-20-10 framework:

·         70% of learning comes from on-the-job experiences and challenges.
·         20% of learning comes from other people.
·         10% of learning comes from courses and formal training.

Experience-driven talent management is when experience — carefully designed and executed — becomes the core driver of learning in the organization.
Working and learning are no longer separated. Instead, they’re bound together, aligned with the business strategy and shaped by a talent strategy.
When this kind of development is part of the organizational culture and embedded in all of talent management, you’ll see things such as senior leaders who support stretch assignments as a key strategy for developing employees, highly-valued employees being routinely shared with other parts of the organization, and development opportunities considered when making decisions about how to staff key projects.
Putting experience-driven development at the center of talent management will boost an organization’s efforts to attract and retain talent, and accelerate the development of leaders at every level.

Organizations that successfully implement experience-driven development do these 5 things:
1. Identify stretch assignments. Some experiences are more developmental than others. Identifying stretch assignments includes:
·         Developing a shared language for talking about stretch assignments.
·         Mapping competencies to stretch assignments.
·         Creating experience paths for targeted positions or roles — such as a general manager role or those on a high-potential track.
·         Reserving specific key jobs to use for development only.

2. Staff for development, not just performance. Matching specific individuals with the right experience requires rigor. The key with experience-driven development is to consider the need to hone new skills and perspectives, not simply making assignments based on past success or current role. Staffing for development includes:
·        Putting processes in place to identify the next assignment needed for each high-potential to continue broadening their portfolio of experience.
·        Making sure that everyone has a “development-in-place” assignment — something in their current job that challenges and supports targeted development.
·        Staffing key projects with development in mind, asking, “Who could benefit from this experience?”
·       Developing managers’ skills at assignment-based development to be sure they’re able to identify, implement, and support stretch assignments.

3. Create new experiences. This requires that enough of the right experiences exist to develop people in the needed ways. Expanding the array of developmental assignments involves:
·        Creating new types of experiences to meet strategic needs of the organization — more cross-functional, cross-country, new market, and new client opportunities, for example.
·        Including developmental assignments in formal development programs — this might be in the form of action-learning projects, special assignments, or job-rotation experiences.
·        Supporting the pursuit of leadership experiences beyond the workplace, such as volunteer work, board membership, or roles with professional organizations that address development needed in the workplace.

4. Enhance learning from experience. Going through an experience doesn’t guarantee a person will learn from it. Support is essential. Organizations need to surround work development experiences with effective learning practices, including:
·         Tools for reflecting on experience and feedback.
·         Access to relationships for learning such as mentors, peer networks, and communities of practice.
·         Coaches who challenge and support explicit learning goals and experience-driven development.
·         Formal coursework and online resources that provide just-in-time learning tailored to the challenges of the specific stretch experience.

5. Promote an experience-driven development culture. When learning from experience is embedded in the culture, the gap between doing the work and developing the people shrinks. Learning isn’t added on — nor is coaching and aligning talent. An experience-driven development culture includes:

·         Hiring, developing, recognizing, and rewarding senior leaders who visibly support experience-driven development.
·         Communicating and tracking on-the-job development.
·         Rewarding employees for their own development and for developing others.
·         Valuing learning agility as a core competency — recruiting for it, selecting for it, and developing it.

Learning opportunities are everywhere and everyone knows it. The purpose of talent management, then, is to help individuals notice what should and could be learned from experience and to find ways to help the organization capitalize on that learning potential.
By facilitating a shift in mindset and culture, along with changes in strategy, process, and roles, the talent management function can improve the process of attracting and retaining talent, and developing leaders.
Source: Centre for Creative Leadership White Paper on Putting Experience at the Centre of Talent Management.