If you are in search of a job, let us help you prepare for it
I am looking for a job change, how should I go about it?
The next step is to prepare a detailed yet summarised resume. The resume should provide adequate information for the hiring manager to ascertain fitment and must raise his/her curiosity to engage in an exploratory conversation. The document must showcase how over the years you have learned and added value at each stage for yourself and to the employers you were /are associated with. The resume should also clearly articulate key responsibilities and achievements; under and/or overstating usually has an adverse effect. Finally one needs to be clear on the kinds of job roles where one’s experience and skills could be leveraged. In today’s disruptive economic environment, it is vital to identify roles and map skills to business outcomes or how the organisation would benefit by hiring you.
I am not from a premier institute and I do not have any certifications, will I still be able to get a job?
Certification in skills is a specific requirement to establish proficiency levels. There are several roles that require specific skills and experience, certifications help establish them. The key in any job search is to identify the roles and responsibilities and map them to your own experience and achievements and ascertain the degree of match. If you are able to identify gaps, then upskilling / re-skilling are options you may want to explore and get necessary certifications. Certified Actuaries, CPA’s, Black Belts are a few examples where certifications are mandatory for being able to deliver outcomes, however an analyst working in the actuarial department may not be certified but would need to have a high degree of proficiency in statistical analysis and data modelling.
How will I know if a job opportunity that fits my skills exists?
I submitted my profile, but I did not hear back from anyone?
How can I prepare myself for an interview and compensation negotiation?
Here are some questions that as an applicant you should prepare for:
- What are the reasons for exploring a change
- What are your current roles and responsibilities and how are they measured
- During the last appraisal cycle what were the key achievements and how did they stack up against the targets? If you did not meet your targets, why not and what you did to improve the results going forward. If you did meet your targets, what were the key elements to your success
- Why do you think you do not have the same opportunities with your current employer
- If you are managing a team, what is the size and structure? How do you ensure that your team is engaged and successful
- When the interviewer reaches out to your team members, peers and supervisors what do you think they would have to say about you?
If you are looking for suitable candidates, let us help you prepare for the search
How can we make the process of hiring efficient, reduce cost of hiring and compensation and improve probability of performance?
The key to managing talent acquisition successfully is to have a very strong data visualisation plan and program in place. At each stage of talent acquisition monitoring conversion and throughputs is vital as it enables building a strong candidate pipeline. There are distinct areas that you would need to look at to create a successful talent acquisition function/ practise:
- Data visualisation – since talent acquisition is all about numbers, it is important to track all the data and create dashboards that give live status. An advanced level of data visualisation would also record data points for performance metrics for each role and map it back to hard and soft skills. Here are a few dashboards that all talent acquisition teams should have:
- Source channel mix
- Conversion and throughput by channel, function, interviewer etc
- Recruitment quality
- Average cost of compensation
- Cost per hire
- Process – assuming there is limited or no automation, running a talent acquisition function which is highly manual requires process standardisation to ensure consistency and minimize errors and failure rates. There must be a process handbook which provides direction and also creates adequate checks and balances in the process.
- Financial – in talent acquisition has two aspects to cost
- Cost of acquisition
- Cost of compensation
Cost of acquisition includes all direct and indirect costs associated with identifying, sourcing and processing an application till the individual joins the organisation. Cost such as relocation and other one-time non-recurring pay outs should be included. All costs towards travel and telecommunication should also be included.
Cost of compensation includes all annual recurring pay outs, including ESOP’s. This cost should be compared with the floor average, organisation and industry average. The intent must be to measure the overall compensation paid to new hires against the budgeted compensation for that role.
- Time – This is one element that is always in short supply however in talent acquisition it is also a double edged sword. Business usually pressurises the hiring team to reduce the timelines to on-board new employees, but it is important to understand that early hires increase costs, while delays result in loss of revenue. Managing hiring timelines requires a good understanding of the sales pipeline and sales conversion, at the same time also understand exiting client requirements and plan for campaigns. Monitoring new hire performance helps in measuring the learning curve as this has a direct impact on hiring timelines and potential revenue generation.
How can we improve the conversion rates and throughput?
- Tests / assessments
To be able to improve conversion and throughput, you need to measure the current trends and determine the final throughput. To determine these rates you first need to measure and map current performance levels to skill sets and create an appropriate skill matrix. Based on the skill matrix you can create a sourcing strategy; based on the required numbers channels can be activated. Similarly the relevance to tests / assessments administered need to be validated with actual performance to ensure that you are not losing potential candidates. Finally the interview process should start with the hiring managers being certified on competency based assessments and their conversions measured. This is a very important step as it needs to ensure that there is no bias and that there is calibration between hiring managers. Most often this is where there is usually the highest level on inconsistencies. Measuring the quality of hiring is vital and this involves measuring the data points collected during the selection process and comparing it with actual performance on the job. These trends give insights which help drive process changes to improve conversions and throughput.
We made an offer to a candidate and the individual did not join?
How can we reduce dependency on consultants and increase sourcing from low cost channels?
Recruitment teams need to develop strategies for business as usual hiring versus ramp up’s, in both these strategies the sourcing channel mix need to be adjusted. It is important to note that if organisations try to manage the entire process internally, they need to staff for peak hiring which is not optimal, similarly not having the necessary staff creates undue pressure and break downs. Hiring teams need to identify the hiring mix and identify channels which could help source and close these. Engaging with external partners maybe expensive and often have certain other operational challenges, partners usually are better equipped to support specific requirements and search mandates. Organisations who have a strong employer brand presence, robust campus connect program and exciting employee referral program, usually are able to service most of the frontline hiring directly themselves. Organisations that use external partners for volume hiring need to review their employee engagement levels as this is often a direct co-relation to footfalls for interviews.
Hiring for mid and senior level roles is when external partners are leveraged the maximum and the fee rates are usually very high for such mandates. Other than specific confidential and senior level mandates, organisations leverage external partners to expand the reach and connect with passive job seekers. This usually is an indicator of the leaderships brand equity in the market and their network. While organisations have practise to share best practises internally, they need to explore how they can position their business leaders as industry practitioners and thought leaders. Further when organisations share their success and case studies, it raises the curiosity and excitement for potential employees to engage in an exploratory conversation. Brand pull defines the channel mix an organisation can leverage.
What are the benefits of adopting technology and how can we prepare for it?
Recruitment involves several steps and some of these are repetitive and rule based and ca be automated very easily. Here is how automation should be adopted:
- Raising of requisition and approval matrix
- Adopt a central database management system “ATS”. This enables access to all resumes received and can be tracked and mined at any given point of time. This should include integration with job boards, social media and the company website
- Administering of tests and / or assessments should be automated using a progressive testing application
- Integrating an automated scheduler enables logistics management
- Offer management and roll out
- In this phase the complex aspects of hiring need to be automated and integrated:
- Headcount and budget controls
- Tracking of performance metrics
- Cost and compensation budgetary control
- On-boarding and early engagement – surveys
- Data visualisation
Benefits of adopting technology in recruitment are manifold, goes without saying that it does reduce the overall cost of hiring, improves efficiency and creates transparency. With the recent advancements taking place in technology in the recruitment space, benefits have accrued from a reduced cost of acquisition, time required to hire and most importantly the quality of hires has improved.
Business Partner and Enabler
If you are looking to make HR a true business partner and enabler, let us help you with it
We have a strong HR team; however the business still does not feel we make a significant contribution? What can we do to change this?
HR teams need to very quickly transit from a team that manages transactions to a team that drives the people strategy for the organisation. This transformation includes digital transformation and process improvement exercise. HR teams need to reskill and upskill themselves to be able to make significant contribution to the business and the organisation. Companies also need to keep in mind that these changes often displace teams and thus there is resistance to change, there have to be plans in place to tackle such issues as well.
When HR teams start to drive a effective talent management and attrition control program and are accountable for the outcomes as well, the perception of the function shall change. Creating programs for succession planning and working with business to create training programs for these employees, designing capability development programs and monitoring the shift in performance, creating a talent pool map with benchmarks for compensation levels and participating in sales conversations are all aspects that would help HR get a seat at the strategy table.
There is a culture change program we would like to drive, what and how does this get done?
Driving a change in the organisation culture begins with the senior leadership imbibing the values and vision of the organisation and cascading these to their direct reports. Organisations aspire to transform from being an operations company to a performance driven organisation, this at the face of it looks simple but in actuality is very complex. The transformation involves mapping each role with a business outcome and helping employees understand the significance. There needs to be a significant rewards and recognition program in place which is transparent and measurable, this behaviour drive change in perception of individual biases. Finally there needs to be a very strong on going training and capability development program in place to manage skill changes taking place and build programs to create a ready pool of resources in anticipation of business.
Finally create an infrastructure which is comfortable, energised and ergonomically suited for all. It should be a place that employees like to return too and channelizes their creativity and sense of urgency.
We want to digitally transform HR, what does this mean and how can it be done with minimal disruption?
Before an organisation adopts automation or more commonly known as digital transformation, they need to revisit their HR processes and potentially identify opportunities of process improvement and re-engineering. In most cases we see that over a period of time processes change based on situation and sometimes the exception becomes the rule. Further these processes are or were created by employees who no longer are part of the function and / or organisation thus leading to a gap in the understanding. Unless processes are continuously realigned with business operations and regulatory requirements, they tend to become the bottle necks in people management.
Should organisations engage with an external consultant / advisor to transform HR?
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