Friday, December 13, 2019

Offshore Development Center (ODC): The Secret Sauce to Success

While it’s true that outsourcing projects to an offshore development center saves time and resources considerably, it is important that the Offshoring partner is chosen prudently. Businesses choose to outsource their work to an offshore development center because of various reasons, such as skill shortage, cost issues, time constraints etc.

Let’s take a look at the advantages businesses can expect of an Offshore Development Center


Be it a long-term project or a short-term assignment, you can structure the team as per your requirements, both in terms of size and expertise.

High Productivity, leading to higher revenues and saving time

ODC (Offshore Development Centre) works while the in-house team is off-duty specifically for countries in different time zones leading to round-the-clock operations! And vice versa. Offshore or near shore development centers utilise the time zone difference ensuring high quality work at shorter release cycles, thereby saving time which can be further invested in other projects.

Businesses can therefore reduce their delivery time for critical projects and stay ahead of competition.  

Cost Efficiency

High quality work at a lower cost is the forte of Offshore Development Centers (ODC). Direct and indirect cost is reduced as the business doesn’t have to invest in recruitment, training, compliances and infrastructure which can otherwise incur considerable operational cost and bandwidth.

Optimal usage of resources

An expert Offshoring vendor will make the most out of the resources, if engaged on a Performance matrix based remuneration.

The benefits of Offshore Development Centres (ODCs)are manifold but there is a flip side which when taken care of, can create a win-win deal for both the parties. 

Lack of control and effective communication can create roadblocks that may hinder the optimum outcome, but can be subdued with a few best practices applied diligently.

Best Practices for a remarkable offshoring experience

Leverage communication platforms for active collaboration

The time difference, language barrier and even differences in the cultural backgrounds may lead to communication gap between the two parties. Why not utilize the digital platform for effective collaboration? Skype, Google hangouts, and even WhatsApp communication help individuals connect beyond borders.

Define realistic expectations

Communicating explicitly while setting reasonable goals is a MUST when dealing with Offshore Development Centers as this will help steer clear of any last minute surprises such as lengthy approvals, hidden costs, unforeseen alterations in the project, etc.  

Keep an eye

It’s not true that just because businesses outsource projects and focus on core tasks, the outsourced task is of any less importance. Most of the times it is even more important and therefore given to the experts to be delivered efficiently. Hence, a close monitoring is required and regular checks on the progress helps the business stay ahead of any kind of hitches.

Experis IT Offshore Development Center partnership advantage:

·       Time Saving – Ready-to-deploy resources with expertise in handling multiple projects for MNCs across the Globe.

·       Cost Saving – Reduces the cost of hiring, on-boarding, training and paid leaves. HR and Organizational set-up at no additional cost.

·       Faster ROI - leveraging well-defined processes and procedures to deliver ROI as compared to a new set-up

·       Robust Backend –IT and Network Security as per Global Norms

Contact us to understand how our dedicated resources can help you.

Monday, December 9, 2019

Offshore Development Center (ODC): What is it? How does it add value?

An Offshore Development Center (ODC) is an Information Technology or Software Development office located in a country with a highly skilled talent pool and lower cost of labour. This Offshore Development Center offers software development services to other organizations located in other parts of the world. The Offshore Development Center (ODC) of an organization usually follows the methodologies, practices of the client company.
The globalized world of constraints is leading organizations to embrace effective technology platforms that will reshape business models and therefore business strategy as well.

Information technology is an integral part of business operations and it’s reasonable to implement and manage IT efficiently to make a significant difference to the overall business performance. Also, companies are looking at ways to develop their products at a lower cost and with a faster time to market in order to improve both top-line growth and operating profits.

Besides saving cost and time an efficient Offshore Development Center (ODC) of an organization can bring about a lot more than just saving cost. Some of the major value additions we can expect of an expert Offshore Development Center (ODC) are:
  • Quality performance/ improvement
  • Resolve Skill Shortage
  • Innovation and Quality
  • Capital Cost avoidance
What makes India an Attractive Offshore Destination?

India’s IT & ITeS industry grew to US$ 181 billion in 2018-19. Exports from the industry increased to US$ 137 billion in FY19 while domestic revenues (including hardware) advanced to US$ 44 billion.
Indian IT's core competencies and strengths have attracted significant investments from major countries. The computer software and hardware sector in India attracted cumulative Foreign Direct Investment (FDI) inflows worth US$ 37.23 billion between April 2000 and March 2019 and ranks second in inflow of FDI, as per data released by the Department for Promotion of Industry and Internal Trade (DPIIT).

Indian programmers, in particular, excel at high-end and complex systems design and development. This ability serves them well in applied fields of software engineering: high tech in general, precision electronics, medical devices, aerospace, and automotive.

India demonstrates several vantage points for international organizations to consider working with software development resources based in India:
  • Availability of programming specialists
  • Effective Labor Costs
  • Technical excellence
  • Research & Development focus
  • Strong fundamental education
  • Experience with complicated projects
  • Adaptive culture
  • Availability of local professional organizations
At ManpowerGroup, we enable our customers to insource and outsource workforce management, allowing them to focus on achieving their strategic goals. Through our Offshore Development Centers we provide global best practices delivered loca

Tuesday, November 26, 2019

Does Recruitment Process Outsourcing (RPO) replace or complement HR?

Recruitment Process Outsourcing, commonly known as RPO acts as an extension of an organization’s HR function. Efficient recruitment methodologies and important market insights provided by Recruitment ProcessOutsourcing (RPO) experts help talent acquisition teams streamline recruitment processes by resolving almost all kinds of hiring challenges including process excellence, cost effectiveness, predictive analytics and scalability. Scope of services may vary from managing selected facets of the recruitment process to managing end to end recruitment process of an organization.

Special features of Recruitment Process Outsourcing (RPO)

Besides the wide-spread scope of functions Recruitment Process Outsourcing (RPO) services, there are other special attributes that an expert recruitment process outsourcing (RPO) team will demonstrate over and above its defined contract. The art of improvisation of a pro Recruitment Process Outsourcing (RPO) team touches every aspect of a project including employer’s branding, human resource planning, personalized recruitment strategy, technology, research and enhance capabilities  and even setting new trends.

A proactive Recruitment Process Outsourcing(RPO) team will demonstrate the qualities discussed below to ensure an accelerated business growth:

·         Streamline recruitment process by leveraging big data. Predictive analytics help gauge potential candidates available or even the timeline expected for a new hire to attain full productivity

·         Establish a sustainable recruit to hire process: A predictable and streamlined recruitment process helps manage the candidates’ expectations and therefore ensures a positive candidate experience. 

·         Provide scalability to meet growth targets during seasonal spikes

·         Provide customizable hiring strategies for attracting sought after candidates

·         Establish the employer brand to attract talent and also provide consultation on improving the employer brand applying research and analytics. This in turn helps companies build a talent pipeline for its future requirements. A strong employer brand also ensures low attrition.

When the recruitment process of an HR department is outsourced to a recruitment process outsourcing (RPO) partner, a number of benefits can be expected. Therefore, Recruitment Process Outsourcing(RPO) as a service complements an organization’s HR function in multiple ways, such as:
·         Instilling agility and flexibility in the recruiting process
·         Reduced cost per hire
·         Shorter hiring timeline
·         Less number of vendors
·         Access untapped sources of talent
·         Improving the quality of candidates and finding the right talent
·         A rich talent pool
·         Optimized employee referral system

At ManpowerGroup, we help organizations accelerate their business growth with our end-to-end Recruitment Process Outsourcing (RPO) solution. We have helped leading companies across industries succeed with their staffing needs.

Tuesday, November 12, 2019

Is Recruitment Process Outsourcing (RPO) meant for you?

A Pertinent Question Faced by Employers

It is but natural for an employer to get into a dilemma of whether to choose regular talent acquisition services or recruitment process outsourcing. And to make a wise choice, it is very important to have a clear understanding of the scenario.
Be it Recruitment process outsourcing or talent acquisition services, the choice is directly proportional to your HR Strategy for the year.

If it is just about hiring and the hiring volume is low and the internal team is equipped enough to handle the numbers using skilled HR tools, employers may not opt for Recruitment process outsourcing (RPO) services. However, for most companies, the issue is not with the volume, but about managing all those HR tasks that gives you little or no time to focus on more important things, such as scalability and cost efficiency.

When it’s time for an RPO partnership?

While recruitment is a ‘one-size-fits-one’ kind of a service, there can be certain signs and signals which when studied closely would lead employers to choose the right option for their recruitment needs. Some of the common situations which would call for a RPO service as a go-to solution are discussed below:

1.       When you need specialised expertise: Having specialized and sound knowledge of verticals, markets or a new domain is of essence while working on a set of specific roles. Mandates that require domain specific knowledge are best handled by recruitment process outsourcing firms ensuring the best services delivered on time because they have exposure to many clients parallely in the same domain. Therefore, you save your valuable time researching on the new domain or market and spend it wisely on other tasks that matter! The experts will do a better job, anyday!

2.       When you have to speed up against time: That being quite a familiar scenario, when you need to close a position with a qualified candidate in a very short timeline, the curated and up-to-date pipeline of an RPO firm comes handy. For building a solid candidate base, one would require a specialised approach to understand the requirement and qualities of various roles, managing the stakeholders, internal and external along with an overall grip on the nuances of the business. And this takes time and expertise, which is readily available in a RPO service provider.

3.       When you have mandates of executive hiring; Executive hiring mandates can be tricky to handle given the level of specialised research and communication skills required in this job. And a recruitment process outsourcing (RPO) firm with specialised hiring professionals would be a fool proof solution for such mandates.  

4.       When you have a seasonal rush: Seasonal hiring spikes are common in the recruitment business but that’s more of a short term project than a regular affair. These seasonal spikes in recruitment need special expertise to handle the mandate. A professional recruitment process outsourcing (RPO) team can pump up your hiring volume for that big hiring push. While the in-house recruiting staff partners with the RPO team, the former can continue delivering on the regular mandates to run the business as usual. And that will satisfy both the long term and short term project goals.

ManpowerGroup RPO partners with organizations to customize solutions that involve all or part of a client’s recruiting operations, including:

Workforce Planning  I  Interviewing  I  Recruiting Strategy  I  Candidate Management  I  Sourcing & Screening  I  Offer Negotiation  I  On-Boarding        

Having among the world’s largest global RPO footprint with local understanding and presence in over 80 countries and territories, ManpowerGroup RPO team creates flexible, innovative solutions to meet the talent needs anywhere in the world. Our expert recruiters dig deep to understand an organization and the job profile and skills necessary for success. Our experience combined with proven sourcing strategies accelerates the acquisition of the best talent for the organization. In 2019, Everest Group has named ManpowerGroup a Global RPO Leader, recognising the breadth and scale of our RPO offerings, as well as our active investment in next generation services and technology.

Friday, November 8, 2019

How Recruitment Process Outsourcing (RPO) can retain customers

Recruitment Process Outsourcing is a common name in the HR domain and is a commonly used service by the employers mainly due to the low overhead costs. However, staffing needs are evolving as businesses navigate through changing employee requirements. While traditional Recruitment Process Outsourcing (RPO) is continuing to lead the staffing services, the shifting nature of the job market has triggered further fine-tuning of the service to meet the needs of advanced businesses.

According to a recent survey conducted on buyers of Recruitment Process Outsourcing (RPO) services, quality of service was rated as the most important criteria by nearly half of RPO customers. According to the survey report, 47% of HR Services customers leave due to service quality issues. Other important factors that impact client satisfaction are Industry expertise, cost and satisfaction of the existing clients (NPS).

As the needs of today’s employers continue to change, RPO providers and the solutions they deliver must evolve as well to accommodate both the client and the candidates they seek to engage.

As a Recruitment Process Outsourcing (RPO) service provider, do you have a fool proof process in place to ensure a long term relationship and not just preventing customer turnover? To keep the accounts green, prioritizing quality of service is of essence.

How to curb a damage when a service issue has been reported?

Once a service issue is reported, a comprehensive recovery plan has to be implemented which MUST include:
·         Acknowledging the gap immediately and working (hard) to make it right.

·         Acting promptly — before the client’s frustrations grows further

·         Expressing empathy for the client. Put yourself in your customer’s shoes and action according to his expectations.

·         Regular communication on the plan of action. Keeping a frustrated customer in the dark is a no.
Be Proactive. Identify issues before they are reported.

Creating a channel for a deeper visibility into customer service experience goes a long way in preventing negative feedback or loss of accounts. In fact, when handled smartly, a swift recovery has the potential to convert a losing customer into a life-long one, called Promoter who rates your services at a 7 or an 8 out 10 (when mapped in the Net Promoter Scale).

What do organizations gain by partnering with ManpowerGroup for recruitment process outsourcing?

With Recruitment Process outsourcing (RPO) programs designed to balance clients’ internal and external talent resource supply chains and maximize momentum, ManpowerGroup is able to drive cost effectiveness and skills optimization throughout all of its Recruitment Process Outsourcing (RPO) engagements. Additionally, the recruitment solutions offered by ManpowerGroup are fully scalable and flexible and include all aspects of the recruitment continuum, from sourcing and selection to on-boarding.

Wednesday, October 2, 2019

How-To Plan for a Human-Machine Workforce

Workforce scenario planning has traditionally been an externally focused exercise by industries that took a particularly long-term view such as oil and infrastructure. The rest of us have been able to pivot to new models quickly when necessary and to hire new talent to create the workforce needed for the change. That approach won't work much longer. For many, it's not working already because skills shortages are at a 12-year high* and the future workforce isn't for sale. (*ManpowerGroup: 2018 Talent Shortage Survey.)
ManpowerGroup joined forces with MxD to take a closer look at manufacturing, which is one of the industries where workforces are being affected most profoundly by digitization. Although our findings are specific to this industry, the methodology can, and should, be replicated by any sector.
We created a taxonomy of a future manufacturing enterprise, mapping out the seven key areas of a typical organization - we called them domains - and forecast the future functional needs of each. It is not an exact science but going through an exercise of this kind demonstrates that we know a lot more about the shape of our future workforce than we might have realized. Companies are already drafting sophisticated three to five-year financial plans, each of which is built upon complex operational assumptions. Identifying the workforce strategy is just another dimension – and an important one - because of the forces challenging traditional workforce strategies:
  • 16 percent of companies currently expect to increase IT headcount, widening an existing gap between workforce supply and demand. Meanwhile 38 percent of organizations say it is difficult to train in-demand technical skills
  • Companies say it’s even harder to train soft skills while demand for these is set to grow across all industries too - by 26 percent in the U.S. and 22 percent in Europe
  • Within five years, millennials and GenZ will account for more than two-thirds of the global workforce. The vast majority of workers - 87 percent - want flexible work arrangements, such as contract, part-time and temporary work
**(Source: Humans Wanted):
Companies of all sizes will struggle for different reasons. Large companies with significant and immediate skills needs could find themselves in expensive bidding wars for top talent, and to avoid this will need to invest more time, resource and strategic focus into training.
Smaller companies less able to afford inflated hiring costs or time-consuming training will need to plan carefully and search proactively to stay ahead of the market.
In this context, workforce scenario planning looks critical for every kind of enterprise.
Future jobs will be collections of constantly evolving functions and roles. By identifying 165 such roles within manufacturing, ManpowerGroup is helping companies within that sector to prepare for their future growth needs***.  (***Source: The Future Factory). Using this same methodology - a granular breakdown of expected functions and roles - companies in other sectors can map their future needs against their current workforce, and set about adjusting in real time, through upskilling, hiring or outsourcing. No industry is exempt from the digital technology revolution but every industry is equally able to prepare.

Monday, September 30, 2019

From C-Suite to D-Suite: Manufacturing’s Digital Leaders

Automation, robotics and artificial intelligence are reshaping manufacturing—boosting productivity, enhancing agility and significantly impacting workforces. High-performance companies are upskilling their teams to complement technology and to perform new tasks that machines can’t accomplish. Making peace with such a skills revolution requires leadership that can encourage a culture of learning and agility. Change is the new normal, starting with role models at the top of the organization who show they can adapt fast.
ManpowerGroup has analyzed the skills revolution required to support the future of industry in a new report: “The Future Factory.” Although the manufacturing industry was our backdrop and focus, the insight we garnered isn’t limited to the factory floor. Many of our findings relate to all industries, and can be narrowed down to two key insights:
  1. It is now possible to ‘dissect’ industries and companies to forecast future workforce needs. We can do it, so we should do it, to stay ahead of the change.
  2. Positioning a workforce for the future requires a different kind of leadership. Companies need to transition their C-suite to a Digital-Suite – a group of Digital Leaders.
This is the start line.
D-suite leaders are analytical thinkers who are connected and comfortable with digital technology. As with any kind of leader, they need to be bright, adaptable and possess endurance and drive. D-Suite leaders also need to emphasize the following competencies:
  • Unleashing talent by building a culture of learning and career development
  • Accelerating performance by encouraging collaboration
  • Daring to lead by fostering innovation, taking calculated risks and managing courageous decisions
These qualities are coachable - all the better because leaders who learn set a great example for employees who are confronted with the task of acquiring new skills. 
D-Suite leadership is essential in guiding the broader digitization of roles across the manufacturing enterprise. More than a quarter (28 percent) of jobs in production and processing will be completely different in the future. Other industries will soon find their futures looking equally ripe for transformation. The D-Suite needs to identify digital leaders throughout the ranks of the workforce. ManpowerGroup has identified three archetypes based on the level of impact that they have in an organization and one of these, Pioneers, has a pivotal role to play in driving change.
Pioneers are the people in your teams who come up with new ideas or processes (the other archetypes are Keystones who turn pioneering ideas into workable strategies and Producers who follow through and create the final product).
Pioneers among the ranks of your own workforce can influence suppliers, especially strategic suppliers where relationships are very close. That means decisions by a Pioneer on your team can ripple through your entire supply network. Conversely, if your organization is short on digital leaders and/or idea-generating pioneers, your entire organization and supply chain will feel it.  Digital leadership needs to be cultivated at all levels of the organization. The D-Suite sets the tone, enabling other  leaders to spread new, digital processes  to all corners of the community.

How Will Your Manufacturing Workforce Change?

Technology is transforming every industry today, with manufacturing at the forefront of the change, in terms of both scope and speed. It has always been this way. The Industrial Revolution brought conventional manufacturing. Let’s call this Generation Zero – the metaphorical ‘ground zero’ of what was to follow. Then came Generation One, from 1970 to 2005, an era when new hardware and software rapidly improved automated processes. Today we are nearing the end of Generation Two, characterized by the transformational power of radical improvements in software that streamlined processes and more effectively utilized data. While each company will progress at their own rate, next year, manufacturing begins its shift to Generation Three, with machines coming into their own, teaching and learning from each other.

Note the timing: it took nearly three-quarters of a century to move from Generation Zero; the next shift was achieved in less than half that time. Still, Generation One was a time when a factory worker could learn a skill and do almost the same job for an entire career. Generation Two lasted only 15 years, and we already have another shift upon us. Rapid, transformational change is the new normal.

Change, however, can be unsettling, especially for workers who may have chosen a trade passed down by earlier generations of their families, the kinds of jobs that represented stability. Today, job training isn’t one and done but a lifelong process of learning. Companies can relieve a lot of employee stress around new technology by fostering a learning environment: even as new technology will make some parts of a job obsolete, individuals can be skilling up to learn new skills as their role changes. For people willing to learn, there is stability in change.

Companies might think they have dealt with change because they have already automated and undergone digital transformation. But the next generation goes beyond automation to become both autonomous and predictive. Machines are not only doing the physical work but are also thinking, thanks to artificial intelligence. This amplifies the effects on the workforce beyond what’s previously been felt.

That means training needs to change to help people become fluent in AI. We’ve identified 165 roles for future jobs. We’ve broken down the roles into seven domains of technical expertise. To prepare workers for the jobs of the future, we’ve found that short, focused upskilling—six months or less—works best (See: Employment in the Production Line). Too much information presented over too long a period makes employees feel they’re drinking through a firehose. Short sessions, that leverage badges to show employees and managers which skills have been learned, give workers a sense of accomplishment. Repeating training or refresher courses are often needed to cement the new knowledge—and not a sign that the original training didn’t work.

In our “Humans Wanted” report, while all employees will need upskilling, for up to 35 percent of workers, less than six months of training should be enough to lift them to the next level. Nine percent will need six to 12 months, while 10 percent will take more than a year to upskill to achieve a next level position. 
Digitization isn’t eliminating jobs, but it will impact most roles/functions. Meanwhile, it’s also creating new functions, and creating job growth on the whole across the manufacturing sector. With manufacturers facing a skills shortage, upskilling is essential to fill the gap. Nobody can predict the future, but with the right skills, a culture of learning and a focus on helping people develop their careers for in-demand jobs, we can be better prepared.

Wednesday, September 25, 2019

Workforce Management: How diverse is your workforce?

Workforce, today, is ruled by the new age workers. Millennials, Gen Y and the Gen Z are slowly replacing the older generations. Factors such as age, gender, ethnicity, education, position, and experience are some of the elements that affect the workplace demographics. Managing diversity is the most crucial aspect of workforce management. Workforce management essentially works towards optimising productivity which is directly proportional to the level of engagement of employees. And employees are engaged when they are included.

Diversity is not just about women but gender diversity is important

Inclusion and diversity essentially encompass more than gender but lack of gender diversity is definitely one of the prevalent issues in businesses. Statistics show that over the last 10 years women-led firms with revenue $10 million or more have grown by 56.6% -- the rate of growth being 47% faster than that of any firm of similar revenues.

Managing a diverse workforce is in the thought process, perspective of things and not just meeting targets to have x% of women in a particular function. It’s irrespective of functions and career levels that conscious inclusion must happen. 
Workforce management, therefore, MUST consider Inclusion and diversity, as the growth strategy and not a frill to flaunt.
Benefits of a diverse workforce

Workforce management that nurtures diversity and inclusion can bring about a number of benefits to organizations:
  •  Businesses with a diverse workforce can adapt more easily to the ever changing market and customer demands.
  • A diverse workforce is endowed with the ease of delivering a broader range of services.
  • With a diverse workforce comes a wide collection of skills and experience. Organizations with a diverse workforce are always priviledged with the richness of skills and varied experience in their resource pool.
  • Diverse working environment has been proven to have higher productivity levels and thus, better business performance.
Research found that organizations with inclusive and diverse cultures have 39% greater customer satisfaction, 22% higher productivity and 27% more profitability than those that are not diverse and inclusive. It is not just the right thing to do – it makes clear business sense.

Monday, August 19, 2019

What Good Leadership Looks Like in the Digital Age?

What Does Good Leadership Look Like in the Digital Age?

How assessments help people realize their potential and companies understand their people.

Today many organizations are struggling with finding, assessing and developing the right leaders that can help their organization transform to the digital era and get people along during times of change. At the same time, we are seeing a significant shift in HR technology which focuses on driving efficiencies and streamlining processes, to data and insights which enable us to predict leadership potential and deliver a better employee experience throughout an individual's career journey.

A good leader today is different than a good leader in the past. In fact, almost 9 out of 10 HR personnel do not believe they have the leadership talent to drive success in today’s emerging digital era. Leaders of every sized-company and sector need to lead differently and uniquely to capture opportunity and stay relevant. Hence Right Management, ManpowerGroup’s career development experts, developed the P3 Leader Model – focused on people, purpose and performance – designed to identify and develop the leaders needed in today’s fast-changing world of work.

The P3 Leader Model assesses four key “inherent” enablers: drive, adaptability, brightness, and endurance. Leaders must exhibit some degree of each of these enablers in order to lead through a VUCA environment.  The assessment also identifies three capability areas that is coachable, including the leader’s ability to accelerate performance, dare to lead and unleash talent.  Each capability area maps to several competencies that the leader can develop.  Leveraging the P3 suite of assessments, organizations gain insights into leader behavior and construct a personalized development plan.

Right Management has used this model worldwide. We partnered with TomTom, one of the world’s premier developers & creators of navigation technology and consumer electronics providers, to assess their leaders as part of their digital transformation. In six months, 750 managers were assessed for their leadership potential in 35 different countries. TomTom’s investment to identify the right people is what helped them move to and through their digital transformation.

Moving from hiring and developing leaders on gut instinct to a data-driven analysis of potential helps identify and develop more diverse leaders.  Evidence shows people are more likely to hire people like themselves. Professionally-designed interviews supported by well-designed assessments decrease bias while increasing the quality of the hire, better predicting potential and finding more diverse leaders. And that can only be a good thing for companies and for individuals.

Thursday, August 8, 2019

Career Development and Training

What is Career Development?

The idea of considering an employee’s career as a whole and designing various sets of formal trainings, developmental activities, and relationships at each of these stages is known as career development.

Career development has evolved over the years and is now an integral part of employment. While the jobs ecosystem is moving towards frequent job -hopping for better job roles and salary packages, creating an atmosphere of growth within the organization makes a solid impact on the high performance employees. A complete career development and training program enables an organization’s high potential employees identify the scope of development and work on their target skills.

Career Development Program for the Millennials

Millennials will be making up 3/4th of the global workforce by 2025 and they are shaping the future of work. A study conducted by the Bureau of Labor Statistics shows that individuals hold an average of 11.3 jobs between the ages of 18 and 46 years. The millennials are well known for their dissatisfaction with the traditional compensation plans and incentive programs. Millennials are more interested in sustainable practices, flexibility, career development programs, trainings that enable them to lead a meaningful career progression instead of moving on with just a new job.

The Secret to designing a career development and training program for the millennials

· Engage them: Millennials are not here to just clock those routine nine hours to their retirement.

They want to be involved in some meaningful work they want to deliver.
So, is there a magic mantra to keep the Millennials invested and happy? Well, there is.

The acronym MAGIC represents the key elements every organization must nurture in order to restore the engagement levels of the millennials.

Meaning. Autonomy. Growth. Impact. Connection.

 ·  Boost them with a purposeful goal setting: Millennials are not keepers. Organizations must be proactive in considering their broader career goals while designing their performance appraisal programs. They will feel valued and engaged when their own career goals are aligned with those of the organization’s. This makes their work matter. They grow more engaged and therefore, loyal.
·   Train them to infinity: Millennials are hungry for knowledge. A career development program that satiates their craving for new strengths and skills to develop professionally and personally will reap better returns in terms of a creative bunch of loyal, motivated and goal oriented employees ready to add value to the organizations bottom line.

Monday, July 29, 2019

Candidate Management

Couple of months back while I was waiting at the reception to meet a senior HR leader, I overheard an HR Executive saying to one of the candidate who had completed an interview “We will come back to you….you can go now”….that too loud enough for all seated in the reception to hear….I thought there was something seriously wrong in the way we are managing the candidate experience….Is this the kind of treatment this poor candidate deserved after taking pains to come all the way (outskirts of Bangalore) to attend this interview??

Let me share with you another interesting experience with a  client….After days of follow-up by a TA Manager & his team for a specific candidate, the candidate finally joined…The Talent Acquisition team of any organization and recruitment consulting firms would understand the relief, joy and happiness if finally a candidate joined as committed….It is kind of a nagging headache for a corporate and literally a cardiac arrest for recruitment consulting firms if a candidate fail to join (I wonder how many cardiac arrest a recruiter or a consultant experiences in his life as a recruiter!!)…..To put it simply, it is a big pain in the wrong place…. Yes, this candidate joined, but unfortunately he joined another organization in the same technology park!! It is absolute waste of time, money and sometimes the project itself would be in stake. This is the other side of the story.

This incident reflects bad experiences of any corporate firm after endless follow-up calls and waiting time….The TA manager told me (and we as HR companies too experience the same) that candidates sometime shop around after taking the offer and hence a firm commitment from the candidate side is missing now-a-days….There seems to be no emotional connect and as usual justifications from candidates for not joining like present employer has extended his relieving date, someone in his family was not keeping well or the candidate himself is not keeping well and so on and so forth…..One of the candidate infact told me long time back that he was travelling  and would be reaching Bangalore in the next two hours and would join the client in the next couple of hours….This incident happened around three years back and I think he is still travelling and not reached his destination yet.

After coming across numerous incidents of candidates backing out in the last moment, candidates not turning up for interviews, candidates not joining on the committed date and analysing these instances, case by case, I feel that we ourselves have to take some of the responsibility and blame for the crisis prevalent in the recruitment process.

Have we seriously missed out on the basics of recruitment??  In the rush to implement technology and technology being the driver, have we missed out on the human touch that is the basic underlining factor in the recruitment process??  To be precise, have we failed in candidate management??  Yes, I feel we have missed it and that is one of the reason we are facing a kind of a crisis in attracting and retaining some of the best talents.

Being in the recruitment industry for quite some time and dealing with multiple clients and candidates including millennials to senior level executive search hirings, I strongly feel that many organizations in the rush to hire and meet their head count targets, gravely miss out managing their candidates effectively, especially start-ups, sometimes flushed with funds, make the mistake of going too fast and too far thus failing to manage candidate experience effectively and ultimately finding it difficult to hire quality resources or talent in the long run….At the same time, I have seen some organizations managing candidate experience so well and obviously these companies could be seen having a great brand image in the market to both attract and retain talent and may also reflect in “Great Place to Work”.

Recruitment is just not “What” we achieve as headcount plan but “HOW” we are going to design & manage the recruitment process to achieve the same….”What” is important but more than that “HOW” is important and that should be the key focus area to build a sustainable recruitment model to stay abreast in the present days where hiring is becoming more volatile and difficult for employers to consistently fill jobs. 

One of the clients told me some time back that they had exceeded the expectations of their management by over achieving their head count plan for 2018….When asked how he achieved the same, he responded saying that they had an internal team and 20 active vendors to support their hiring needs.  He further added that he usually opens up all new requirements simultaneously to all vendors and whoever brings the first candidate to be hired on the table gets the credit…for each open requirement, there would be a minimum 100 resumes coming to his team since there is a battalion of vendors working for the same position and he finally told me with lot of pride that it is very easy to hire one good candidate out of 100 resumes….

“Simple math, simple logic and simple strategy” resulted in his winning accolades and recognition from management. I had only one thing to react that he might have achieved his head count plan in style but would have missed on “How” it was achieved which could impact him and the organization in the next wave of hiring.

I was right! the same client is currently finding it  difficult now to attract quality candidates….Again this example reiterates the same basic principle of recruitment of the “HOW” factor missed out in the cat race….The manager has done a great job in “WHAT” has to be achieved but would have missed out on “HOW” factor.

How many times have we responded to all applicants that comes through reference or job ads or leads??  How many times have we responded to candidates after he completes his interview process and is rejected by client??  How many times a potential candidate is called multiple times for the same job or role by multiple recruiters of different vendors and the same company??  How many times a candidate who has attended an interview received calls again for the same position with the same client wherein he has still not received any response with respect to earlier discussion??  How many times the candidates have been treated well when he comes to attend an interview?? How many times hiring managers have positioned their company brand while interviewing candidates?? How many times a proper interview schedule calendar has been sent to candidates??  How many times the candidate is interviewed on time??  How many times we have positioned the brand the way it has to be positioned as part of the brand communication strategy as defined by the client to candidates?? Are we sending the same brand message across the market for any role advertised in the market?? 

Recruitment could be considered as a piece of diamond and the above questions are just one piece of that master piece.

There are multiple dimensions which are equally important to be taken care resulting in a great experience to candidates. Finally they are brand ambassadors of any organization which is the most effective, sustainable brand building exercise. All companies should start seriously thinking about and investing in this exercise….Top management should start monitoring not only whether the hiring numbers are taken care but also whether world class candidate experience is meted out as well at all touch points of the candidate with the client.

Management needs, therefore, to seriously look at “HOW” in addition to “WHAT” factor….This will prove to be much more effective as compared to any other investments entailed to build brand loyalty and deep connect with potential candidates.

How then, can an organization build a world class candidate experience?
If the recruitment strategy is diluted by opening up the requirement to multiple vendors for the same role, would there be uniformity in the brand experience among the candidate community??

If time permits, I would be more than happy to cover this topic separately on recruitment models that could help organizations to build an excellent candidate experience which could drastically reduce the candidate backout ratio and also help to attract better quality of candidates in the long run.

Just thought that this experience could benefit all our recruitment fraternity…Happy Recruiting!!


Author: Siby Joseph
Director – Experis Perm & RPO
Date:    July 5, 2019