19 October 2017

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Wanted:Talented Work Force

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The process of acquiring talent, screening their credibility and referring them to the organisation is a key point for the overall performance of the organisation. This leads to a scope of an external agency which can take care of this responsibility and show quick results.

As and when a business grows it is inevitable to implement a quick result oriented strategy of acquiring new talent and generate fresh employee workforce.In the ITES space, especially in the BPO segment, this challenge is the most common for business owners. The business owner cannot handle this situation properly as HR is not his domain. At the same time, one cannot spend huge resources on this activity which is not their core business.

Though outsourcing agencies are available to address this issue, it is important that the entrepreneur himself should understand what to be done to deal with growing demand of acquiring manpower. A general awareness on this matter shall make manpower acquisition process streamlined.

Steps of acquiring new talents are:

  • Sketching the profile of desired job Employing correct assessments
  • Defining career growth
  • Understanding the prospective employee expectations
  • Conveying them the desired role & responsibility


Sketching the profile of desired job

In this phase, the CEO or the functional head has to come up with basic criteria  he/she is actually looking for in terms of a new employee. Which category/designation can this employee fit in and what is the reporting structure he should follow etc should be defined. These criteria need to be conveyed to the hiring agency.

Employing correct assessment

This phase mainly requires action from the hiring agency’s side. A battery of tests to assess the technical competence, and personality traits which would include behavioral patterns in a given situation will be carried out. Assessment can be divided into several steps such as basic aptitude tests, technical assessments and HR assessments. These steps form the basic gates to pass over to reference checking, hiring and on boarding steps.

Manoj S Jha, HR consultant added, “Successful on-boarding results into better retention rates. As part of retention, several companies adopt techniques such as assigning seniors to be mentors to the new employees, having specific managers to take care of new employee development, knowledge management and training, etc.”

Group discussions assess communication skills and aptitude to take a lead and participate. These are also pointers to ownership traits of an individual when assigned certain key responsibilities. It should be prime objective to validate past performance with data and evaluate the consistency of those performances. Institute a detailed background check to validate evaluation judgment. By these practices the assessment process can become more comprehensive.

In the current scenario all employees look at a promising career path within the organisation. Jha further pointed out, “It is preferred to give a realistic career path to an employee at the time of joining so that the employees should look at. Learning on the job, upgrading his skill sets and then deliver consistent performance in the current role before looking on to move to the next level within the organisation. The appraisal process includes specific discussions on the career path which acts as a tool in the process.”

Defining the career growth

In this step, it is important to draw an outline of what could be the career roadmap for the new employee. If this roadmap could be conveyed in a proper way, it can deliver great results and motivate them to work.

The hiring agency can have its own suggestion to make but it is advisable to take the opinions of the functional heads of companies to which recruitment is being carried out. The roadmap can be conveyed to the employee at the time of his or her initial interactions with the organization as well. But proper care should be taken that this roadmap should be conveyed in a way that it should encourage the new employee to work harder to achieve his or her goals.

“These days, some organizations do not share what will be the next level of the new employee. However, this is not the right approach. This should be conveyed smartly to the employee so that he should understand that his performance can only take him to the next level. This understanding can result into good work,” says Jha.

The role of a clear and well-defined on-boarding policy and assessment cannot be over emphasised, more so in the current scenario. Today’s work force is vibrant and expects transparency in terms of interaction with the employer.

Understanding expectations

Ensure that the “feel good factor” is infused when the candidate is inducted as an employee.  It is critical that the new entrant feels important in the new environment.

Assigning tasks which is close to the new entrants’ key competency will instill confidence of new entrants. Define performance parameters to arrest ambiguity and take them through the career options as they move forward.

This stage of acquiring talent is the most important stage and it is usually handled by the external HR agency. This is the stage where the agency can give its inputs to the company and this can define the career prospects of the candidate.

New employees join an organisation with certain set of expectations. Understanding these expectations on day one is essential to ensure a long-term relationship. This can play a very vital role in controlling the attrition rate.

A one-on-one discussion helps to identify the reasons why an employee is looking for the change. These could be simple things which can be addressed after discussing with the employee’s manager while there are some which need more time. But once the employee understands that the company is serious about its commitment, he/she generally sticks to the firm.

Conveying them the desired role & responsibility 

Once the employee is on board, and once his or her work activity gets started a clear communication of what is expected from him or her is essential. This is the stage where employee could understand the key result areas and key responsibility areas the organisation wants he or she should look into.

The organisation should convey how these KRAs can be achieved, in a constructive and positive tone.  This will give a sense of élan to the employee to achieve the goals. If an employee gets a brief outline about how he should achieve these goals then it becomes a clear roadmap for his success in that organisation.

Organisations need to proactively motivate the core employees by assigning them key responsibilities including leadership roles. Employee engagement is also very important as it can ensure employee’s participation and it can also take ownership on responsibilities assigned to them.

 

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