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Module 1: Chapter 1: Introduction to Strategic Human Resource Management

1. Module 1: Chapter 1: Introduction to Strategic Human Resource Management

Strategic human resource management. A thrilling word which you would be hearingevery day when you're dealing with HR colleaguesbecause they are continuously working on different HRprograms and practises so that business can achievethis goal and continuously enhances human capital. But how do they do it? What are the different practices? What are the different programmes and how do they align with business goals, business strategies, industry practices, and local loans? So this goal is all about this. Understanding the business strategies, understanding thebusiness culture, how to align itwith strategies to achieve the businessgoal and enhance your human capital. So let's get started with the course. Before I do start, I wouldlike to give you my introduction. My name is Radhika Sharma. I hold masters in Human Resources. I'm certified CHRI. I am also certified OPQ, which is a psychometrictest and trained on task Watson competency framework. And I am Six Sigma certified. So this is about my education background. Now talking about my experience, I have morethan a decade of experience in managing employeelife cycles from higher to retire, has workedwith the leadership team, understanding the business strategies,aligning HR strategies to It and designing programs,HR solutions which helps them achieve their goalsand continuously working on human development, or Iwould say talent development. I have worked across different industries, talkingabout consulting, manufacturing and service, have workedwith the multinational companies who have theirpresence in more than 30 countries. So I do have a lot of experience inHR working, handling complex situations and designing different kindsof solutions as per the organisational culture. So now I thought is the right time where Ican convert my experience into a form of a courseso that people can learn from my experience, my studiesthat I have done over the period of time andcan leverage those experience in their day to day business. So I would start with the program. That what's the role of HR in the organization? People would mostly connect with the HR. If we talk about employees, the front end employees,they would mostly connect to an HR administrator role. So what is an HR administrator role? HR administrator is a person whodo the day to day recruitment. That means if a person is looking fora job, they apply for a vacancy. So HR recruiter would give them a call,tell them about the company, tell them aboutthe job description, what the Sally looks likeand what would be the interview process. If the person gets shortlisted, thengo ahead with the onboarding. If not, then inform them about the bad news.

So that's what the employees thinks, that's whatthe employee have a first hand on experiencewith the HR recruiter administrator moving forward. Once the person joining the HR administrator, help themwith the joining and on boarding, tell them aboutthe company's policies, get the paperwork filled, connect themto the manager and team and get them comfortableand on boarded in the organization. Then whenever during the employee life cyclethey need any papers, any documents, understanddifferent HR portals, policies, practices, they wouldconnect to the HR administrator or HRshared service to get their questions answered. Then if they see there's a different employee engagement activitieswhich HR regularly ignites because all work, no play makesthe thing more than so doing a different kind ofactivities to get the momentum going so that apart fromwork, people do get relaxed and get some time forthe team warning understand each other, have some little funand celebrate the life moments. So HR continuously organised this engagement within onlyHR team as an HR team organiser ordoing a cross functional programme so that peoplemore and more people get involved in it. And finally when the person decides that they have tomove on to the other organisation or they have toend their career, they have to end their job withthe current organization, there is a time when they againconnect with the HR to understand that what works forthem in the organisation and they can give a feedbackthat what they can do better. So this is a time when HR tries to understandthem that how the team has been, what was goingin the right direction, what could have been better, sothat they can incorporate the better ideas and they canwork on the issue that the facing next is obviouslythe to the compensation your payroll, taxation and pension. You have to connect with the payroll teamwho can advise you with these things andyou get the right salary in hand. So this is what the HR administrator do.

If I'm talking about the front end your day today dealing with HR, but if I talk about thepackage, which is a bigger picture that is a strategichuman resource business partner, what big a picture that theyare playing to help the organisation achieve its goals? This is acquiring the right talent, that isidentifying the person who has the right skillset, competency, experience, attitude, which the organisation canleverage to achieve its business goal. How you can acquire the right talent, how youcan attract the right talent leveraging employee potential, howyou can utilise the high potential that employees hasor how you can enhance their current skill set,so that they remain competitive in this changing environment. Because right now in the environment thingsare rapidly changing not only in it,but in other segments as well. So how you continuously develop yourself andyour skill set, your career there. The HR plays a pivotal roleto continue to leverage employment potentialso that the organisation remain competitiveand sustainable during this challenging environment. Support diversity, that is to ensure that they havea right mix of employees in the organization. Not only gender bias, that is male, female,but different race, color, and different preferences. They have the right mix of employees in the organizationbecause if you have the gender, inclusion and diversity, youhave a good mix of people and new ideas arebringing in and you're respecting the individuals who are inthe organisation and as a community. So HR ensures that the organisation has theright mix of employees and there's an inclusion. Everybody has participated and everybody gets respectthat they should get build successes. So this is a continuous cycle that the HR isworking on that is in case a leadership or verysenior position or a critical position gets vacant, there issomebody who is able to backfill so that the productionof the work is not handled. So the continuously building successes for all the positionsis the role of NHR where they are seeingOK, this person has a high potential to takeup this leadership position or this person is anA player to take up the critical position. So they are continuously working on buildingsuccesses so that in case of anunfortunate situation, work doesn't stop. That is the role of the play doesn't stop. Continuous Learning Environment if I say continuous learningenvironment, it is not only related to thetraining, the formal trainings, but it is onthe job trainings or unconscious learning that ishappening in the organization. Every day is a new learning and howyou get new strategies or new programmes inplace so that there's a learning environment. Everything is documented and in case a personleaves the organization, they have everything in placeso that the new person join in. They should not struggle where the work has stopped. Giving the Right Benefit A Holistic Solutions to Enhancethe Employee Experience so what are the right benefitsthat you are offering to your employees? The right benefit at the right time to the right audience. These are the key words to provide the holistic solutions to your employees in case you want to leverage the great employee experience for your employees. How to Retain the Talent This Gen X population is not only retained with the compensation, they need something more to get retained. They need those challenging opportunities. What kind of challenging opportunities are they getting? Are they macromanaged or micromanaged? Are they getting the option to take decisions, or are they just following the rules? So are you giving the right essentials oropportunities to your employees so that you canretain the a place in their organization? Because that's very important to sustain in this challenging opportunity. How are you leveraging technology in designing your HR policies and practices? Because if you're leveraging technology effectively thenyou are utilising more and more timein executing and planning your strategies insteadof doing administrative work.

Right now, HR is like an It team wherenew and new technology is coming in and youhave to leverage those technologies, you have to equipyour managers to use those technologies so that theycan and you can make an informed decision. SR analytics nowadays HR isleveraging data or crunching data. Gathering data. Analyzing it in a very scrutiny way. So that whenever they go to the leadership teamfor an approval of new policies and practices. They have packed up with the data and saying. See. This is what the precedent cases are. This is what the trend says. But this is what the industry practises are, and we have to align our current programmes accordingly in case we have to leverage this benefit that we are offering to our employees. So constantly working on HR data, telling a story, coming up with a story from the data to present to your leadership team so that they can make an informed decision in a timely manner. How you can earn that share of HR businesspartner where you are discussing the business strategies withthe leadership team, tell them that these are therisk in this strategies and designing the solutions toachieve the business goals effectively. Design and manage a process ensuringthat the strategic goal of theorganization forms the benchmark for success. And this you can only do if you knowwhat are the HR processes, how to effectively designit, how to customise it as per the organizationalculture, and what are the best industry practices. Design and execute HR strategies thatenhance the value of human capital. As I said that this is a timewhen you have to remain competitive and youhave to sustain yourself in this challenging environment. How you can design it when you're continuouslyenhancing the value of your human capital. So you have to continuously evaluateyour HR strategies and enhance thosestrategies as per the changing environment. How to keep yourself aligned to newHR practises to meet the challenges andavailable opportunities in this changing environment. So in this course, while I'm takingyou through different processes, I'm also sharingthe best industry practises worldwide by Fortunecompanies that they are following. And you should understand those best practices, however,should not replicate it in your current organization,but customise it as per your organisation culture,because every organisational culture is different. And you have to understand, okay, this is what thebest practises but in case I modify it to myorganization, I will get better results instead of replicating it. So let's move from an administrator role to astrategic business partner by going through this course. While I'm designing this course, Ihave divided into five major modules. First is overview, setting up the background or setting upthe foundation in which I talk about evolution of HRfunctions and how to align HR to business strategies. So we would be understanding businessstrategies and environmental factors that couldaffect your HR strategies.

In part two, which is talent acquisition, Iwould be discussing about employer branding, why itis important and what are the different employerbranding methodologies, recruitment cycle, onboarding and orientation. In part three I termed as talent developmentby discovering a lot of information apart fromtalent development, like what is the employee valueproposition, gamut of service or offering holistic solutionthat you're offering to your employees to enhancetheir employee experience, training and development, how thetraining and development is being designed and whatare the factors that should be considered whiledesigning a training program. Compensation, reward and benefits are very big chapter, but Ihave tried to summarise it as much as possible foryou to give you a crisp knowledge about it. Performance Management what are the differenttools, how you can effectively utilizeit as per your organisational culture. At four, HR service delivery in which I willtalk about HR is, which is very important. It talks about different tools that are availablein the market and how you can leverageit to enhance your business performance. HR analytics, different tools or different formulas thathelps you to make an informed decision, thathelps the organisation or leadership to take aninformed decision in a timely manner. Then last we talks about HR compliance andrisk, which is very important for an organizationto ensure that they are meeting internal compliancesas well as local loans. Lastly, which is part five, exit management. I talk about different retention strategies that theorganization is using these days and how touse your exit data to an informed decision. So let's get started with part one, whichis an overview evolution of HR function. It lays down the foundation of this programme and howthe HR function has evolved over the period of time. So, aboriginal HR function started with the verybasic concept, that is the community concept, inwhich during that time the labour were consideredas a commodity in the organization. They were bought and sold and wageswere based on demand and supply. So labours were treated likeany other factor of production. There was no respect for them, there wasno basic amenities for them in the organization. This was a time of an industrial revolution. Machines were brought in, workers did onlya small portion of the total job. Workers were treated like Glorified machine tools. So this is just after the World War Two. Then came a little evolution in HR or inlabor relations where the goodwill concept came in. So during the goodwill concept minimum welfare measureswere settled like safety, first aid, lunchroom, restroom,so that created a positive impact on workersproductivity and that is the time when shersor management saw an improvement in work.

They started taking themselves as a fatherlyfigure towards the employees and this isa time when new theories were cominginto the picture like scientific management. Taylor argued that improving economic efficiency canbe increased by developing and training workers. So continuously things were evolving in labour relationsand finally trade union has also started cominginto the picture where they joined hand sothat they can get minimum welfare benefits. Then came in the humanitarian concept. In this the organisation started to improveproductivity by introducing physical, social and psychologicalneeds of workers and that's the timehuman relations movement came into the picture. So there were different behavioural scientific techniquescoming into the picture and organisations wereseeing drastic improvement in the quality andquantity of the production. So once they were proven results intheir productivity they started more and morefocusing towards enhancing their employee experience andgiving them better benefits. Now is the time which is saidto be as human resource concept andfurther evolving towards human resource partner concept. This time is said to be where employees areconsidered as a valuable asset of an organization. Organization is saying that in case they want tosustain or remain competitive in the organization, they shouldconsider their employees as an asset and they shoulddevelop them or utilise them or invest them inas much as possible so that they can getbetter results, better productivity and remain ahead in theorganization or in the industry. This is a time when employees are treating as an asset. It assumed the job itself is theprimary source of the satisfaction and motivationto the employees, no other thing. Compensation is considered as a minimummeasure, minimum benefit or other benefitsthat you're providing to the employees. They are minimum. This is list you have to provide to an employee toremain competitive in the market to attract or retain them. But to retain them and to develop them youhave to continuously evolve the job that they aredoing to make it challenging for them. In case the job is challenging and youare meeting the minimum requirements, you will beable to attract, retain and develop your talentand this will help you providing the betterresults and achieving your business goals. So this is how the story has over theperiod of time from where the labour has beenconsidered as machinery, it has evolved as an assetand now organisations are investing a lot of moneyin their development and considering them as a partnerin the progress of the organization.

Now, while I'm saying strategic human resourcemanagement and I was thinking that howto define this definition of this word. Strategic human resource management isa long term continuous process. It's always late to people because HR isall about dealing with people, developing human resources. It's a strategy that you're continuously designing,executing, evaluating and then incorporating the changes. It helps in achieving the business goal. It's always structuralizing, it is always aligned toyour business goal and your organisational culture. Concurrent, it's like sometimes the case is your business goalsare defined and then you define your HR goals. There would be few times when your HR goalsare defined and then you define your business goal. I will give an example of concurrent in myfollowing slide for your better understanding and then youwill have a clear picture about it. Competitive Edge so strategic human resource management helpsyou to remain competitive in the environment, inthe environment that you're working in and sustainablebecause things are rapidly changing. Compiling laws, that's very important. It's not only the laws as in legislativelaws, but your internal compliances as well. So strategic human resource management, when you define it, orwhen you think about it, or when you work onit, these are the key points that should be coveredin it while you're designing your HR strategies. So I will define strategic humanresource management in the following slides. But to help you better understanding with the key pointsthat I've stated in the past, in my previous flight,I'm giving you an example of UK studies. So Bob and Ako is a software startupand started their firm five years back. It's a very aggressive organization, people withthe age group of between 25 to35, so very aggressive in their approach. And then there's a same company in thesame industry, which is George Private Limited. It's a big player in this industry for decadeand plan to acquire Bob and Co HR alignedstrategies to business strategies and will take following actions. So now business head, George Private Limitedbusiness head, tell HR head, okay, weare planning to acquire Bob and Co. You have to take the following, you have tocome up with the actions, your HR strategies, letme know what you're thinking about it. So now what HR head will do. So firstly, HR head will conduct due diligenceon the firm and business leaders to checkany violation of labour law or any filingor harassment cases in case they acquire. These cases would come up to them and theywould understand what kind of a business leaders thatthey will be working in and whether we shouldgo ahead with this business strategy or not. Whether we should go ahead withthis merger or really not. Is it a good idea or not. From HR perspective, we'll identify the variance inGeorge and Bob's culture, benefits and policies. So as I said, George is a player in the industry. For a ticket, there's a mature organization.

They would not be very aggressive in theirapproach, they would be more of an organicapproach, follows defined policies and processes. However, if I talk about Bob Benneko, it'san aggressive firm, new in the industry. So they do not have any defined policies, they donot have any defined processes, they are just working asper the market or as per the customers. So there's no defined policies. So there would be very high variance intheir culture, in their benefits and policies. So they have to identify and see that incase the organisation is going ahead with the mergeror in case the organisation is planning to acquirethem, then how they will manage this variance designprogram to smoothly transition employees to George culture, tomitigate the risk of attrition. They want the people that are working in Bob andGo because that's a real asset in the software company. So they want to acquire them, they want to retain them. So how to mitigate the risk of losing them? What kind of different plans or practises can come into place so that they can retain the talent because the culture is very, very different? So how can you mitigate that risk of attrition? Ensure that the knowledge transfertakes place in methodical manner. So obviously it would be a twoway knowledge transfer for both the firms. So how the knowledge transfer takes place in the right formalmanner, they would come up with a plan for that. So in this case, case study one,there's already a strategy, business strategy thatthey would be acquiring a form. Now HR has to align its strategies,their strategies to achieve the business goals. So company strategy is in place, HR has to align to it. Now let's go ahead with case study twoin which an online education start up hasstarted this business in tier two city. They have been recently fundedto expand their business. However, they were unable to attract the talent. Now in this case, first HR strategies willtake place and on the basis of HRstrategies, firm will design its expansion plan. So this is concurrent. First HR will design its plan andhow they can attract and retain talent. And then organisation will see that howslowly and gradually they will expand theirbusiness in tier two strategy. The first one is that to achieve the shortterm goal, the team will hire employees who meetthe minimum requisites and train them internally. So first, like for first one year or one and ahalf year, they will hire the pilot to train them andwho can further train the employees who they get on board. We're tied up with colleges to run shortterm programmes for the last semester students. Now I know that they have big MNCs or forms like IBM. They do run programmes like this in whichthe last semester students go through short termprograms so that once they get passed out,organization can hire them directly.

So in the last semester they are going through the coursethat they would be using on their day to day basis. Once they get on boarded, we'll conduct employeebranding and redesign its employee value proposition toattract talent from nearby and tier one cities. So they would be coming up different employee brandingstrategies and different EVP, different benefits so that theycan get the talent on board which can beeasily transitioned into the new roles or get productivein a shorter span of time. So that they are not investing more and more on trainingand wasting a lot of time in hiring the graduates. They would have a lateral hiring. So once these plans are in place, the organizationcan think of how they slowly and gradually extendtheir services in a tier two city. So this is an example where I wassharing about concrete that HR design is plannedfirst and then form designers plan of expansion. There is another example which talks about howHR strategies or HR analytics plays a pivotalrole in achieving the business goal. So a consulting firm unable to retainits top B school campus hires evenwhen they're heavily investing on their trainingand providing lucrative salary and benefits. So HR worked with senior management andcame up with the following plan. First they identified based on the precedentcases of last three four years. The reason was leaving was that employee did notfind the work provided to them related to theirfield and had a very limited role potential. So they were trying to attractpeople from top B schools. However, they were not givingup their challenging opportunities. That was the biggest mistake that we're doingbecause salary is not an important tool foran employee to retain, it is a minimumrequisite that you're providing to them. To retain them, you have to givethem a challenging opportunity, especially if youare hiring people from top B schools. So I have analysed their campus hire data forlast few years to check from which school theywere able to get most of the students andincrease their employer branding in those schools, started latterhiring from similar companies at junior level and workedon the scale and competencies. So this is the plan where they use the HRanalytics or crunch the data based on their precedent casesand then design their recruitment plan to come up withthe right set of schools where they should recruit theemployees and using a different source of hiring so thatthey get the right talent on board and then forthe enhanced skill set to achieve their business goals. So now I summarise this chapter of mineor this module of mind with the definitionof strategic human resource management or I wouldsay strategies in human resource management. So it is regarded as an approach to themanagement of human resources that provides a strategic frameworkto support long term business goals and outcomes. This approach is concerned with longterm business issues and macro concernsabout structure, quality, culture, value, commitment,and matching resource for future needs. Just to summarise in one line, strategic HumanResource Management helps organisation create a future readyworkforce to achieve their business goals. And these strategies are data drivenand result oriented to create aperformance driven culture in the organization. So this is what Strategic HumanResource Management is all about. In my following slides, I would be discussingabout different verticals of HR function, how eachfunction is related to each other, and howit helps in achieving the business goal. So that's it. From this chapter, let's move on to the next one.

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Module 1: Chapter 2: Business Strategies and affecting factors

1. Part I: Business Strategies and affecting factors

This conference will now be recorded. Welcome back! So let's start with the second part of part one overview, which is business strategies and environmental factors. Until now, we have learned the evolution of HR from an administrator to a strategic business partner. What are the roles of an HR administrator and what are the roles of a strategic human resource business partner? When we say strategic human resource business partner, what wemean by it we have termed few coins to itso that you can get an overall understanding to it. With the case studies you get an ideathat how the HR strategies should be alignedto business strategies, how they are reciprocal innature, and how they help organisation achieve businessgoals and look towards the bigger picture. So when I say bigger picture, I would betalking about the business strategies at a macro level. Every organisation is continuously working on its businessgoals, which rapidly involves or evolves over theperiod of time because the market is gettingchallenging and volatile day by day. So therefore the business strategies arecontinuously changing and how the HRstrategies should be aligned to it. So there are few business strategies that I wouldbe discussing, which we will be saying is ata macro level, which you will see many examplesaround you and you can correlate to it. So let's get started. When I say business strategy, I'm talking aboutthe macro level, the bigger picture strategies thatfocus on the long term impact, survivor orthe growth of the organization. They are divided into three major bucketsthat is restructuring, growth and stability. When I say restructuring, I mean that theorganization is going through a tremendous change. It could be later to its turn around. We would be discussing about this inthe falling slide with the examples. Or it could be that there'sa downsizing happening in the organization. When I say growth, the word itselfclicks the word into your mind. That is expansion or tapping to anew market, or more productivity, or moreprofit, or something new, innovative. So we would be talking about growth as well. In the following slide, stability is where you are. You will be stable to that thing. There would be no change in the current process. So you would maintain thecurrent process, the status quo. You're not looking towards an increase oryou're not looking towards the downside. Whatever the things are going on right now, youare satisfied with it and matured with it. So you don't want to makeany changes to the current process. So let's discuss about restructuring.

If I say restructuring, thereare four bifurcations to it. First is a turnaround. Turnaround means an attempt to increasethe viability of an organization. That is, that how yourorganization is currently operating. You want to completely change its picture, 360 degree changethat you want to do to your current organization. Giving you an example, there's an organisation whowas about to Declare As A Sick Organization. When I say sick organization, that means that the organizationis going under laws for a long period of timeand they are just not able to sustain their business. There's a layoff. They are not able to pay their employee salary. They are making laws for a long time. They're about to sell off theirproducts, their company, all those things. So they're about to declare as a sick organizationhowever, now the management decide that with this theywill not be able to sustain their organization. They have to come up with a strategy whichbrings a 360 degree change that is from asick organisation to a profit making organization. So with this, they want to completely changethe viability of the organisation from what itis right now to a 360 degree change. Giving you an example of this is Aysher motorsAysher Motors in 2000 was about to declare asa sick organisation however, they come up with astrategy that helps the organisation moving from a sickorganization to a profitable organization. In 2000, Ayesha Motors market share was rupees 22. But if I talk about 2020, their market share is 260. How they did that. They come up with the strategiesthat were aligned to the market. That what their customer wants. Are they able to satisfy those needs? Have they changed their product or aligned their product with the current customers? Or they're still working with the same old process. Right now, if I talk about ShareMotors, they are coming with products like limited editions, which, when they come onto the market, are completely sold off in 30 seconds. So this is the turnaround strategy. In 2000, they were not able to pay their employees. And now, in 2020, they are considered as a cash cow. They are rapidly expanding and they are doing great. So it's a profitable organizationcoming to the next one. That is Dice Venture.

That is a sale of a divisionor a part of the organization. Giving you another example. So there's an organisation which sells two products. Product A and Product B. Product a is selling like a hot cake in the market. However, organisation think that if they provide anotherbenefit or if they improve their product, thereare chances of improvement in the product. They can also further increasethe sales of the organization. They can tap to the new market or tap new customers. However, this on the other hand, they havea product B, which is a mature product. The sale is also going on a fine scale. But they don't think so that they can do any furtherimprovement to it because it has reached to a saturation. So now the organisation has decided to selloff his product b to another company. They can take care of that product completely andthey can focus completely on product a they CanPut All Their Resources into The Improvement of producta new innovation so that can provide better servicesor benefits and improve product to his customers andsell increase the growth of product A. So in this case, it's not that the organisation wasmaking loss, it's just that organisation thought to use it'sall resources in only product A because that's where theywant to concentrate into giving you an example to Itreliance infra sale of power to Adani transmission. It's not that the reliance was working ina loss, it's just that they don't wantit to continue with that product line. That's why they sold it to Adani. Now moving to the next one, that is liquidation,determination of a business or sale of an asset. This happened when the organisation is about to be declaredas a sick organisation and they are running into aloss for a longer period of time to this. The example is King Fisher Airlines. Mostly it happens when thecompany has reached to liquidation. The next step is bankruptcy which is aformal process in which an appointed trustee inbankruptcy takes possession of a business assets. Recently, Jet a Wiz has been declared as bankrupt. The chairman was nourished Goyl.

So this company is currently under the appointed trusteewho has taken the possession of business assets sothat they can sell off and pay the debtors. Moving to the next strategy, that is the growth. With growth it means that the organisation wouldlike to tap into a new market, wouldlike to increase its product portfolio or servicesor using new or better technology, increasing itsproductivity, efficiency and profits. So, the first one is the incremental growthin which they are thinking of expanding theirclient base or increasing their product or services. The one example to it was somato. Somato had started the organization. They only started with restaurants review. They were giving a review of the ambience of therestaurant, how the food is, how the service is, howthe costing of the product is, all those things. Currently, theATO has expanded its servicesalso from providing only food reviews. Now they're delivering the food. So that is increasing their product or servicesand expanding their client base, moving to thenext one, that is the international growth. So, if I talk about incremental growth,it's limited to the domestic growth. When I say international growth, it meansthat the organisation wants to expand itsmarket and want to move overseas. So the example to it arethese It companies like Infosevo TCS. They are giving services to manyorganizations internationally in many countries. So they have expanded their client base. They have even expanded their services. Earlier they were only into software development,now they're into software development, into consultancyand in many many more services. So they have increased their international growth. The last one is merger and acquisition. Either two companies want to combine or becomeone or one company acquire the other one. In this the company wants to either combine boththe benefits and become a one company or givingyou an example, there's a new startup that hascome into the place and they're doing good. However, there's a one mature player in the marketand they thought of let's acquire this company theirresources and it would be a benefit to them. So that is that they are acquiring this company. The recent merchant and acquisition example forIndia, which was covered in news alot, that was Flip Card and Walmart. Walmart acquired Flip Card and itwas very widely covered in news. So there was a merger and acquisition andWalmart entered India market through Flip Card.

Coming to the next strategy, that is stability. If I talk about stability, it means that theorganization would like to maintain the current status. They don't want to seek any changeor growth in the current strategy. They think that they are matured enough in themarket, they have gained the market share and theydon't want to change any of its process orany of its strategy to further growth or expansion. They are happy with the current stability. However, do you think this is the right strategy? No, this is not the right strategy. Nokia could be one of the example which I canthink of because Nokia thought that they are market player. They need not to make any changes to thetechnology or providing any new features to their phone. So they had reached that maturity or saturationwhere they were not looking towards the change. This leads to restructuring strategy always. So it could happen. It happened with Nokia also. Nokia realised it very late that sincethey haven't made any changes in theirproduct, they were lagging behind. Samsung and other companies had taken over them. So the organisation would remain inthe stability strategy for long. They always lead to restructuring strategy. Either they think of a turnaround strategy to furthergrowth or either they lead to liquidation or bankruptcy. So the organisation who do not align,adopt or forecast the volatile market changealways leads to restructuring strategy. It's good to be in a stablestrategy for a shorter period of time. However, it's not good if you want tocontinue it for a longer period of time. Because market is so volatile, organisation has tocontinually adapt themselves to the market change. So these are the major strategieson a macro level strategies. But there could be some factors, externalor environmental factors that could affect thebusiness strategies and the HR strategies. So we need to understand what are these external factorsand how they can affect the business and HR strategy. First one is the economic climate. Economic climate is how the organisation economyright now sorry, country economic right now. So if I talk about countries like Canada, US,they are developed country, their economy is very stable. However, if I talk about India,China, their economy is zooming greatly.

So their GDP would be around 6%. However, if I talk about economy of Canada or US. It would be GDP of two to 3%. In India, they are coming up with the schemeswhere they are attracting the multinational companies so thatthey can come, they can set up their businessand which leads to greater employment. If there's a greater employment options, that meansthere would be more demand and less supply. So that would affect your compensation, right? So the economic climate plays a major role in the demand and supply of labour and skill sets. Next is globalization. So if I talk about globalization, it's economic only. So how are new companies coming into the picture? So we'll talk about Walmart and Ikea. They have moved to India. They are setting up their offices in India. So they are provided. So that leads to more infrastructure, better products, competition among the local players and international players, more employment, which leads to more demand for employment and skill sets, better skill sets. So these factors do affect your current strategies, business strategies coming to the next one, political and legislative factors, which is how good are the current governing bodies? Are there rules and regulations that have been set up? Are they aligned with the business strategies? Is it easy in India to set up the business or not? If I talked about ten years back, it wasnot easy to set up a business in India. But currently government is promoting new organizationto set up business in India. They are making the process easy. They are making their laws easy sothat organisations from around the world comeand set up their businesses in India. Technology Factor how advanced is thetechnology factor in that country? If I look back ten years, the technology factor in India was not as advanced as it is today, and if there is better technology, that means more niche work can come to India. If I look back ten years, it was more of a monotonous work that was happening in India. But right now, India is considered to be a niche skill set market. If I talk about Indiacurrently, the millennials are there. So the benefits of the strategies that you needto align, it has to be aligned to millennials.

If I talk about countries like UK, thestrategy needs to be allowed taking care ofpeople who are close to retirement. So they are looking for betterpension scheme, better gratuity scheme. But in India, since the demographic factor ismillennials, they are looking towards better benefits. Facilities like gym facility like challenging opportunities,job rotation, career opportunities, overseas opportunities sothat they can learn more. However, if your demographic is people who arein their late retirement or about to retire. They are looking for a pension so that oncethey retire they have a good saving in hand. Lastly, social and culture factor social andculture factor plays very important role whileyou're designing a business strategy. If you're designing an HR strategy for a countrywhich is in middle east you have to ensurethat you are aligning to their cultural norms. You have to provide them leavefor a certain period of time. That is during the however, if you're designing astrategy for India you have to ensure that you'reproviding few leaves on a declared public holiday. You have to take care ofa culture factor of different countries. In India it is being said that the peopleare more mingling their personal and professional life. So Kuli could be your friend as well. However, if you're talking about US, your colleague willbe your you will maintain that professional life. It's not that your colleague would be of it. That will not be a case in USbut that could be a case in India. So these factors do come into a picturewhen you're designing your business or HR strategies. So this is all aboutbusiness and environmental factors. An overview of shrimp or I would say overviewof strategic human resources, human resource business partner. Now we have laid down the foundation and in the nextslide or in the next chapter we will be talking abouttalent acquisition, why it is important and how we've.

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Module 2: Chapter 1. Employer Branding

1. Module 2: Chapter 1. Employer Branding

When I say talent acquisition, what I mean byit it's a long term continuous process, striking thebalance to find the right candidate at the righttime with the requisite skill set, who will beable to easily adopt to the organisational culture. What I mean by it that talentacquisition is a long term continuous process. You would be hiring people continuously inthe organization, you would be replacing theattention that has happened and as theorganization grow, you would need more manpower. So there would be few replacement positions and few newpositions with a continuous long term process and it helpsin striking the right balance to find the right candidateat the right time with the requisite skill set, Ineed somebody with the data scientist role with the followingskill set at the right time so that my goalscan be achieved as per the plan. I need somebody to be hired in the nextthree months so that my work can be startedand I have that competitive edge among my competitors. In case I am not able to hire thecandidate, my work will be hampered, my productivity wouldbe hampered and even my business goals. Second, I talk about the person I hire shouldbe able to easily adopt to the organisation culture. This is important because once you get somebody onboard, this person can easily mentor, gel with yourteam players, can understand the organisation work and cultureand can get started at the earliest. If person does not have that easy bent in theorganizational culture, this person would take more time to getproductive as compared to the others in this position. Chapter we would be talking about employer branding. What is employer branding?

Why it is important, different mechanisms of employer branding, and a case study. Next, we will discuss recruitment, what is recruitment, the lifecycle of recruitment, different mechanisms and tools used in recruitment, and how these are done in the industry's best practices. Finally, we will discuss onboarding and orientation. In this way, we will discuss onboarding and orientation lifecycles and why they are important, as well as t It is important to target the right audience. So it is not easy that you post a job,you will get resumes and you will hire somebody. Few jobs require the specific skill setwhich could be niche or which couldbe as per the industry requirement. So if I talk about somebody in a retailsector and they want to hire somebody as anHR business partner, they will need somebody from aretail industry most pleased with that case. The reason behind it, this person knows how theindustry works, how the culture works of retail industry. So it would be easy togel this person in the organization. So how to attract the right audience. Secondly, to attract talent these days. It's a wall for talent. Talent is a D scale. Again, there would be lot of resumes that youwould be getting once you post a job. But are you getting that resume which you think thatyes, this person meets that skill set, has that experience,is from a similar industry, with a similar experience withthe people manager scale, with the high potential so thatthis person can achieve our business goals and help toadd more ideas and innovation in the organization, add valueto the business goals. So are we able to attractthat talent to increase company visibility? It's not only among the prospective candidates but also among the suppliers, vendors, and third-party consultants, so that they would love to get associated with your organisation to align prospective candidates.

I have a position today, and I'm closing it. It's fine. I'm able to attract the right audience and talent for this open position. But I know my organisation is constantly growing and there will be new positions. So I have to align prospective candidates. I want to get good resumes the next time I open three positions in the organization. How can I do that? When people would like to be partof your organisation to align the prospectivecandidates, they would be equally waiting. Okay, HSBC there's a position, once it open up,I would like to apply it to it. I would love to be part of HSBC. So that is what theemployee branding is recognised icons. These days, companies just with their icon getassociated or people just seeing the icon ofweb pro can tell oh, that's a webpros icon, that's status icon, that's enforced icon. I would love to be part of this organization. So has we create that impression in the societythat people just able to recognise your company withthat icon want to be employed of the choice. Giving an example, in my experience of last one decade,I have met so many extra employees and none ofthem has ever said negative about the company. They always said positive about the data. They still want to get reassociated with data and theyhave a great favour when they left the data. So that's what the organisational culture or that'swhat the employer branding is that even oncethe employee leave the organization, they would neverever say negative about their organization. So what is employer branding? Why is it required? Employer branding: Is this how you want to position your company in the market to attract the right talent who fits the culture and has the necessary skill set to become that employer of choice? So here I would like to put a point that howwould you like to position your company in the market? So there is an organisation who would liketo position its company that provides a greatwork life balance to their employees. They have a flexible hours. They have a fixed Saturday Sunday off. Employees can come and go as per the time.

They can even work from home. They even provide parking facilities to its employees. They give preferences to females parking slots. So this is how they wouldlike to position their company. Now there's another organisation who would like toposition his company as a learning organisation thatin case you join our organization, you wouldget that learning experience that you will notget in any other company. You will get versatile roles, you will get versatileprojects, you will get the job protection, you wouldbe working in different departments so that you gethands on in every and every department. Now there's another organisation who would like to tellyou that we have that career development role. Career development is that the only option for youas a career development is not people manager. In case you want to enhance your technical skills, wewill help you to grow in your technical skills. In case you want to position yourself as a people manager,we will help you to grow as a people manager. So how would you like toposition your company in the market? That's what makes a difference. Different Branding Strategy how you would like toalign your business strategy to HR strategy? And if I say HR strategy, then how would youalign your employer branding strategy which creates the bigger pictureof attracting the talent to the right audience. So companies use following branding techniques, all of them, afew of them as per their business goals, as pertheir HR strategy and as per their budget. One is company website.

You would see any big company website. When you go on their website you click on careers. You would see that how they have provideda lot of information about their company. If you go on flip card they have acomplete presentation on their benefits that what are thedifferent benefits that they provide to their employees. Then if you go to the different organizationsthey will tell you that how the careerdevelopment would be there for a campus hire. How would the career development for somebody who isa professional within number of years of experience? So how your company website talks abouthow you're positioning yourself in the market. Media so these days if you see in LinkedIn. Every organisation has this company page inwhich they talk about their business strategies. In which they talk about whatthey have done recently paid. What are the deals that there is into new promotions. New hires. New job openings and what's the next planor even what's the thought or talk aboutwhat are the CSR activities that they aredoing during this coded time or usual time. So media also plays an important role totell what the organisation is doing or tohelp in doing employer branding, participating in jobfairs, internship and campus hiring. So whenever you go for jobfairs or internship or campus hiring. You will show your company presentation in which you talkedabout what your company do, what are the milestones fornext few years, what are the benefits that have beenprovided to the employees and what are the challenging opportunitiesin case an employee joins you. That challenging opportunities theseemployees would get. So that's one of the mechanismto do employee branding, organising communityevent sponsorship competitions and CSR activities. Giving an example, these days most of the technical companiesor most of the companies want to hire people froma technical background, would participate or sponsor in hackathon therethey would like to attract or they would like toget on board the talent who has with the competitionor who were among the top five.

So that's one way to attract the talent andget the best talent on board with CSR activities. They want to tell them how they are returningor to the society whatever profits that they haveearned, how they are returning it to the society. So they are attracting thetalent towards the organization. Posting to open different platforms nowadays it's notonly limited to North Korea Monster, it's LinkedIn,it's Glass Door, it's indeed it's Angel List. There are different different platforms that organisation areusing to post their jobs on their companywebsite, even participating in different forums like greatplace to work in case their organisation isbeing certified as a great place to work. That place a bigger picture to attract thetalent that plays a bigger picture to buildthat credibility of the organisation in the market. Organizing lectures, workshops andshort programmes at campus. So you would see that the leaders are goingin this campuses to do a guest lecture orthey are organising the webinars so that people canattract to the organisation and see how the leadershiphas that knowledge, what they are doing next andthey get attracted to the organization. News and market shares. These days you would see that CFO CEOCHROs that C suits are participating in newsdebates, are participating in this new challenge andputting their post on LinkedIn. Why they are doing it. They're only doing it so that they can create a rep. Up their organisation and market sharesplays a pivotal role as well. So in case one organisation market share isincreasing, that tells that the organisation is doinggreat, they are going into profits. They have some thought about this strategy. That's why people are investing in it. So this helps in employee branding. Now there are few strategies which organizationshould take care of every organization. Because in case they don't take care ofthese things then instead of creating branding, itcan play a negative role in employees reputation. What are these branding techniques? Current employees. How you are treating your current employeeseven when they are leaving the organization. Are you providing the benefits that they need? Are you providing them the challenging opportunitiesthat current development so that they canlove to talk about your organization. They would love to stickto your organisation hiring experience. So how is the hiring experience for a candidatethat you have called up for an interview?

Did you call the person in an interview? And that person did need to wait for alog or manager make him wait for 2 hours. And then when manager came andmet him, said where's your resume? He didn't even saw that person's resume,was not ready for the interview. So that wasted candidate leave a completeday talking about the candidate relationship management. This talks about how you are dealing with thecandidate who has been lined up for the interview. So you said that, okay, you are being flooded,we will release an offer within next few days. Now it's been two weeks, but candidates still haven'tgot the offer letter candidates in that dilemma, whetherhe should resign the current organisation or not. He has been chasing you, sending you email, calling youand there's not a prompt or a good response. Or let's take an example, there is anothercandidate who think that his interview went great,manager gave him a great feedback, but hehasn't received any response from you. Whether he selected or not selected, at least heshould get to know that he's not selected. So how you are managing your candidate, that alsoplays a critical role in your employer branding, leadershippositioning, how your leaders are playing into the market,as in how they are dealing with the media,what post they are putting on to the LinkedIn,what comments they are putting on LinkedIn. That plays a greater role because peopleare attracted to leaders these days. They want to work with a certain person, theywant to be part of that organisation who hasa great leader or a great influencer. So how the leadership positioning that playsa pivotal role in employer branding? Suppliers, vendors, and third party consultants: are you paying your suppliers and vendors on payment timely?how you're dealing with them? Are you treating with them in a respectful way or not? Or vendors and suppliers are complaining that they don't tell us in a respectful manner and don't pay us on time, which creates negative branding. And how are you treating your third-party consultant, whom you hired for a short-term project? Are they being treated equally?

Did they get that great experience working with you or being associated with you? So that plays a bigger rolewhen you're doing employer branding. So, I have a few case studies of employee branding. The first one I talked about McDonald's. So in 1980s the word method which was createdby McDonald's to hire people, it was termed orit was positioned in the organisation as a lowprestige, low benefit, and no future job, secure jobin service or retail sector even. It was coined as the same with the same meaningin Oxford English dictionary and in Miriam Webster dictionary. So instead of positioning the make job asa brand, it created as a negative reputationin the organiser in the market. Since 2000, no McDonald's is continuouslyworking on his employee branding strategyto attract and retain talent. I know it started in 1980 and it tookthem so long to create their branding strategy. So now since 2000, they are working on it. And there's a few of them strategies thatworked for them were my first job. Instead of saying make sure they change itto my first job, in which launch thetelevision campaign to promote the advantages of bigjob and enhance the image of employee brand. The campaign first job was designed to positionMcDonald's as a preferred place of employment anda stepping stone to a career. McDonald's also launched a petition tochange the definition of make jobin Mary Webster and Oxford dictionary. They redesigned staff uniform to give its employeea modern and a professional look and tonarrow the gap between the perception and thereality of jobs at McDonald's. Now moving to this different case study altogether. So this I was talking about the jobs McDonald'swhere they were trying to change the position ofthe organisation or the employer branding and stating thatin case you join your organization, it would bea stepping stone to a successful career. Next example, when I talk about it,talks about the work life balance. That is Li C. LIC rolled out a television campaign toexperience freedom in terms of time andmoney by becoming an llic agent.

So they came up with a television which says thata person or a female who is running from nineto five job, they can leave that job and thenjoin as an elite agent where they have that flexiblework timing and they can get a good income. Also they can manage their work life balance. So then this the organisation is notsaying that you will get successful career. You're just saying that you will beable to banish your work life balance. You will be able to earn income and you need notto run in this right race of nine to five job. So this talks about different cultures and how youwould like to position your company in the market. So these are the two examples you can correlatewith your current organisation and you can try tounderstand, okay, how my organisation culture is right now,how would I like to position myself, my organizationin the market, what are my business goals andhow I can align my business strategy to myHR strategy, to my business strategy. And parallel working on your employer branding. It's all core related business strategy. One is your business strategy andthe base on your business strategy. You work on your HR strategy. Once you design your HR strategy, thenyou work on your employer branding. How would you like to position yourorganization in the market to attract theright talent that you want on board? So this is all about employee branding now? We will next move to recruitment.

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Module 2: Chapter 2. Recruitment

1. Module 2: Chapter 2. Recruitment

Recruitment. I'd like to give you a background on how recruitment actually began. Previously, recruitment was only related to shortlisting applicants and getting on board and that was it. However, now recruitment is much wider, a much vaster role, and it has gone dynamic day by day because there is a war of talent and companies are fighting to get the best talent on board within the desired framework. It is a continuous process. Because you will be hiring for a new position. You will be hiring for positions of attrition. There will be few replacements and few new positions. And obviously as the company grows, new roles will come up, niche roles for which you haven't hired yet, or some monotonous and replicate roles will be there. So it is a continuous process. We are trying to get on board new and new people by identifying and attracting a pool of qualified candidates. Will hackathon help me to get a new talent on board? Or do you think only agencies would work? Or if it's a leadership role, do I need to go through a glass door on LinkedIn or do you think there is a confidential role? There will be a lot of influencing required, so I should only go through executive research forms. So what are the different mechanisms that you are using to hire the candidates based on the role that you're hiring for? To hire prospective employees within a specific framework? It's a continuous process where you are running a rat race to get the best talent on board within the desired framework. Why is it the desired framework? Because you have a business plan in place. When I say business plan, there are a few strategies and a few milestones that have been laid down.

Okay, strategy A would be reached by the next six months. Then strategy B would be reached by the next eight months if strategy A has been reached. So it's a change cycle. to get the potential employees in that desired framework so that you can reach your plans and who meet the job requisites. So the skill set of the employee that you hire should have the job requisite to do the work in a productive manner as per the plan, hold the competencies that are required for that role, and fit to the organisational culture. Is it only limited to getting people on board or just beyond that? So it is to increase the pool of qualified candidates at the lowest possible cost in order to attract more and more qualified candidates at the lowest possible cost in order to get past talent on both. What are the various modes or mechanisms that you can use that are effective in getting the right candidate on board at the lowest possible cost? Improve the success rate of these selection processes by reducing the number of obviously underqualified job applicants. I don't think so. If it's an easy job, there might be someunconscious bias or a conscious bias by shortlisting resumes. But if there are thousands of applications then theremight be a chance that you miss out agood application as well, or that attention to detailsgets loosen up by using so many reviewers. So this is the picture where AI comes into the role. What is AI? It is artificial intelligence.

So artificial intelligence creates thousands of resumesand within minutes and it compares theresume with the job description. If a resume matches to the jobdescription, approximately 70% depends from role torole and organisation to organization, then theresume is shortlisted to the second round. So this makes life easy for the recruiter. First, it saves the time, it ensures thatall the resumes are properly being screened andsecond, it eliminates the error of unconscious biasesor unintentional detail or repetitive going through theresume is so this all elements are eliminatedthrough artificial intelligence. Reduce the probability that job applicants, oncerecruited and selected, will leave the organizationafter only a short period of time. So recruiter will use different selection tools based onthe roles and based on the organisational culture togorge the employees to go to the candidates knowledge. Competencies and personality traits to see whetherthe candidate is the right fit forthe role for the organization. Whether he or she will stay with the organizationfor a longer period of time or not. Or whether the candidate would be ableto add value to the organization. So with these different selection tools thatrecruiter would be choosing along with thehiring manager helps the organisation reduce theprobability rate of attrition. Increase organisational and individual effectiveness inthe short and long term. By getting the right talent on board, recruiteris helping organisation and that specific individual inachieving their short term and longterm goals. Evaluate the effectiveness of various recruitment techniques andsources for all types of job applicants.

So recruiter would be using different hiring mechanismswhich we will be discussing in the followingslide and see that which recruitment technique isgetting effective for which role and is thereany recruitment technique that is not being effective. So do they need to change it, replaceit or add new elements to it? So they continue to evaluate different recruitmenttechniques and see what are the differentindustry practises being followed in the industry. So if there's a new industry technique, recruitment techniquehas come into the picture and it's being consideredas an effective, they should incorporate it. However meant it as per their organisational culture. Because industry trends can only give youan overview about a practise how toincorporate it, that depends upon how yourorganization is adopting that industry practice. So every organisation follow a recruitment cycleaspects organisation culture as per its role. Here I have written down the recruitment cycle whichhas been typically followed by all the firms. There might be an addition or dedication step to itor a replica of this based on the organization. So let's talk about what is the recruitment cycle. First it starts with job requirement hiring manager case,a job requirement to give an overview to thehire recruiter what they're actually looking for. We will be talking about each box in detailin the following slides where we will be discussingmore about all the cycles on the steps. Second is the sourcing.

So once the hiring manager and recruiter decided okay,this is a final job requirement, then they decidethat what could be the sourcing mechanism, whether itwill be internal sourcing mechanism or external. If it's external then what are the differentexternal sourcing mechanism they would be following? Will they follow one sourcing mechanism or more than that? Then comes the selection tool. So what are the different selection tools they would be using to gauge the candidate's knowledge? If it's a pressure role, they will go for a simple knowledge test. If it's a people manager role, they may go for a situational test or a personality trait test. So it will depend on the role that which selection tool they will be using. Then comes the interview. There could be multiple forms of the interview depending on the position and hiding evidence. It could be candidates and discuss where half an hour? No, that's not easy and they don'teven want to miss a good candidate. So what they will do, will they go for agroup discussion to see that who is the discussion andthen they can go for a further short listing orwill they be using case study to see that whichcandidate has given a better example or a better answerso there's an elimination ground to it. Once the final candidate has been selectedthen it goes for a final offer. Now final offer candidate and therecruiter have their negotiation terms. Once it has been finalised then theoffer letter is released to the candidate. However, offer letter is subject to the clearanceof background verification in case there is anydisciplinary or discrepancy in your background verification thenthe offer letter is removed.

So this is what the typical recruitment cycle is. We will be discussing about thisin detail in following slides. Let's start with job requirement. Job requirement I will be discussing indetail in depth in compensation chapter. However, over here, I'm just giving you anoverview so what it talks about what allthings are there and job requirements also talksabout how many people does an organisation need. So let's take an example, that firm issetting up a business analytics team and theyneed few people in that department. So will they require two executives,one team leader and one manager? Or do you think that they would require three senior executives and one manager? Based on these discussions, the competencies, skill sets, selection tools, interviews, and a lot of other things change, so this is the first step in the organisation having to make a decision and how they would like to position their department. How many people do they need? At what level of expertise do they need? What is a skillset? What would be the competencies? What would be the furthercurrent prospect of that category? What would be on the compensation page? Why did I say that? What would be the career prospects? Because, as I said, it's a war of attrition, now there is a candidate very frankly over the phone asking, "Okay, if I joined the organisation at a manager level, what's next for me?" Where could I see myself in the next five years, or how do I see this role growing in the next two years? So you have to be ready with these answers while you're talking to a candidate. How will the organisation spread this message of opening? So will the organisation think, "Okay, let's start this position internally first; if we get a good employee internally, we will transfer them and give our IJP an internal job posting. " If we do not get any candidates internally, we will go externally, where we will go for posting this job on knocking. What would be the different selection tools? Okay, at the executive level, they will only use knowledge tests or a combination test.

At the people manager level, they will use a situational case study or a work sample test plus a personality test. So we will be talking about these tests in detail in the following slides to give you an overview of them. What is the criticality level of joining? So every position in theorganization has few critical levels. Let's take an example, recruiter hasten new positions right now. Do you think it's easy for a recruiter to goahead and hire all those positions in a one go. It's not easy. It's very difficult job and they have that 8 hoursor I would say when they stretch around they havethe ten Rs in a day but hiring for tenpositions or shoplifting resumes for ten positions in a dayit's not an easy task so every position has acriticality where they decide okay. These positions are my priority A thesepositions are my priority two and thesepositions are my priority three. The roles which are close to a business goalswhich are very strategic to business goals or Iwould say which are to operations which are tightlylinked to business goals would be a priority one. Roles which are supporting to achieve thosebusiness goals would be priority too. So it depends upon which role you're looking for willaffect your priority of that having what additional purposes itcan be offered so any role which is very verycritical to the organisation that is high importance role therecould be additional perk visit can be offered to thecandidates so they can join us early could be thatwe are offering them a joining bonus day then youleave the current organization.

Join us at the early as possible we will purchaseyour notice so that you need not to pay anythingor if you're hiring somebody at a very senior rolethat is at a leadership role you can say okay. Once we get this person on boardwe will pay his club membership fee. We will give him a car lease with theamount of rupees 50 lakh so that depends onwhich role you're offering the purpose changes so thesewill be discussed during the job requirement. Now comes to sourcing method sourcing methods aremeasured in two ways either internal whether theinternal candidate has been set, internal employees beingselected for the quote or is this externalwhere new candidates or external candidate is beingconvoluted to the organization. When I say internal majority theyhave four ones, that is promotion. So let's take an example in a businessanalytics role team peterl has been doing adecent job for the last two years. He knows how the process works, stakeholders are happywith this work, his team is happy with thiswork so no organisation thing that he's ready ata manager level so let's promote him. So giving him a one level up that is a promotion. So this employee is also gettingmore engaged, more productive and seehis current growth within the organization. Second is retirement. This happens when a person holds a subjectknowledge expert over the period of time. Organizations do not want to lose thisperson because they hold that expertise. He may be an advantage to the firm becausehe has stayed longer or there might be athreat that if this person retires and join asa retiree or as consultant to a competitor thenit would be a problem for the organization. So retirement or retirees being on boarded in the organizationas a retiree paid a consultant fee just to getthat subject knowledge expert advantage to the form. Next is internal job posting. So internal job posting is where a new positionhas come up and it's open to all theemployees in case they cross the eligibility criteria. There's certain eligibility criteria that hasbeen set up in every organization.

They can apply for this position, then theyhave to go through the normal process asany candidate would go, that is they wouldgive selection tools, interviews and in this careerselected then they are being given that position. It could be a horizontal whereastheir current designation doesn't change. If there's a senior executive level they will continue tobe at a senior executive level just in a differentdepartment or a different work would be given to themor they could be a vertical IGP that is currentlyat a senior executive level but in case they areshortlisted they would be promoted to a team leader inanother department or another role. Next comes transfer. Transfer could be from one office to theanother office, one department to the other departmentor from one team to the another team. It could be as per the organisational needs businesspriorities requirements or as a career prospect offers aregiven to the candidate coming to the external externalfirst one is referral where I refer a candidateto the organisation and the candidate is clearly interviewedround so selection round and then onboard it oncea candidate stays with the organisation for a certainperiod of time then I get a referendum amount. Now what is the benefit to this to the organization? First, organisations save a lot of time and money in the hiring process because they don't have to do postings, recruit consensus fees, calling candidates, and all of that. Second, if I referred the candidate, I know my organisational culture and this candidate's personality, so it has some element of interest that the person who I referred knows both: how the cabinet personality is, how the conversation culture is, and what the job requirement is.

So it makes life little easy for theorganization and that trust level help the organizationto get a good tank on board. Rehire rehires when my ex employee hired againbecause that employee when he left the organizationhe was doing a decent job over theperiod of time he has gained more expertise. Now once I get him, he knows alreadythe organisation culture, he knows the work soI would also be saving time on trainingand organising and telling me about the organization. So he would be giving more productivityin a shorter period of time andwould be adding value to the organization. Second is campus hires. So as soon as the camper hire, graduate oreven before completing their graduation I hire them. I go through their different selection tools andtest and get the candidates on board. Why capitalise is important first there is afresh frame of mind all that knowledge Ican mould them as per the organisational cultureI can train them and can utilise them. Placement agencies are the recruitment agenciesso I go to different recruitmentagencies as per their expertise. So there are few recruitment agencies whoare good in only It roles. There are few recruitment agencies who are onlygood in legal roads there are few recruitmentagencies who are very good in consulting roles. So based on their expertise I go ahead and tellthem that this is what the new role I have. Can you refer to event candidates? Since their whole expertise in their domain they have aversatile kind of resume with the need skills, with theaverage skills so they can refer me to those candidatessay my time I need not a shortlist or theresume is they can do the primary round of shortlistingand can send resumes to me. Second is internal so these can be higher. They have summer break and winter break of two months. They can join me where I can give them a project,I can call him their knowledge and then see okay, thisis a great candidate, he has done quota project, let meoffer him free offer placement so once he completes his taxationI can get him on board with this. What is my advantage as an organization?

I get the two months of time frame to gorge thecandidates knowledge to see his or her potential and in caseI like it, I can give him the best offer. So even I'm not banked with anything that Ihave to have to offer him and candidate alsoget the expertise on the learning advantage of thetwo months to see how the organisation is getthat learning challenge projected which help him during hisfinal interviews and all those things. So it's a dual benefit for bothour organisation as well as for interns. Second is job fair. Job we mostly happens when you're highsome kind of pressure level where theprevious technical knowledge is not that required. If the candidate qualifies for the basic knowledge orthe basic requisite then they are taken on board. This happens when the competition skills or customer service agentor the PPA roles are taken into the picture wherejob fairs are majorly coming to the role next iscompany size, company side as I talked about previously aswell company are using it very effectively. They post the jobs on a regular basis, they givean option to the candidates to apply and on aregular basis they tell them whether the resume has beenshortlisted for the second order of the interview or notor whether they have been rejected. So right now, company website companies areusing it very effectively and it's runningsuccessfully for the candidates and for organizations. Next is social media. Social media is like LinkedIn where come to postnew vacancies or where recruiter in their activity. Tell them that there's a new position that has come up. Hiring manager posted tell their network and connectionsthat there's a new position has come up. Would you like to apply for it? So it is spreading your network. Next is job posting. That is the job posters like Indie mockeryMonster glass store where company posting new jobsand asking to apply for it talent database. So, as I said with this company website,with this job portals company over the periodof time create their own talent database. So giving an example for this business analyticsrole, three people have been shortlisted for thecompany said that three are best. But we are going with the firstone because he has ABC advantage. Now after two months again new position has come upand they say okay, the two others be rejected. Let's again ask them if they're interested,then we can hire one of them. So this is what thecurrent database helps the organization. So that if there's a replica position that comesup in a shorter frame of time, they cancall the candidate and see if they're interested. Then they can Naga pendulum.

This helps them save their time, candidate's timeand to get the best talent on board. Then it's networking. Nowadays, recruiters are not limitedto their current positions. Only they know the business plan. They know where the company is going. They understand that what rules may come up. So they do the networking. That okay, I think this position wouldcome up in the next six months. Let me try to speak to a fewcandidates to see what they are doing. If the role came out, will they be interested? So this is somehow started as Pacifying as well. So they go on LinkedIn, connect with people,try to connect with them, understand their profile. They tend to networking sessions, few forums tosee what kind of candidates are coming in,speak to them so that if the positionhas come up, they need not waste time. They can simply line up the interviews and save theday time and get the best talent on board. So these are few selection tools. I will not go into detail of this, but Iwill give you an overview about each selection tools. I've written ample about it on the slide so thatyou can read it and you can understand them. First is the cognitive ability which is being usedfor mostly of freshers or with no experienced people. This only helps them tounderstand their basic IQ level. Basic knowledge test on differentparameters like numerical, rational, logic,gender knowledge, all those things. To understand that the person hasa basic knowledge foundation or not. If the person has a basic knowledge andfoundation, they can be further trained as perthe organisation of the process requirement. Coming to the next, that is psychomotor abilities. So this psychomotor abilities depends upon thevery specific rules, very repetitive rules. So it could be a person who is a typewriter. Their speed typing test is very important. So they will see the fingertips, whichis that how speedy they are typing. Attention to detail accuracy about it. So these tests have been mostly used withthe role is very repetitive and accuracy, attentionto detail is very important in these roles.

Coming to next, that is a job knowledge test. Job knowledge test is to Gaudian whether acandidate understands the role correctly or not. What he understands when he goes through the job descriptionin regards to role to be how does he thinkthat normal DayToday operations of this role is how thisrole will grow in next two years. So whether the person is understandingthe job correctly or not. Second is work sample or situational test. So work sample is with a small frame of work or asmall sample of the current work is given to the candidate tosee whether he or she is doing it correctly or not. So let's take an example. I'm hiring for a lawyer role. So what I do is I give one contractto the candidates, not as a true contract, butas a contract, as a sample contract. And I asked the candidate to summarise itwhat are the major terms or what arethe major crosses he understands from this contract. So this is a work sample test. The next is a situational test to see how theperson will react to the situation in a particular situation. So let's take an example. I'm hiring for somebody who has tohandle a lot of confidential information. So I will give this person a casestudy where he has to handle a conflictsituation, ensuring that confidential information doesn't flow outand the work is also being done. So with a different type of case studiesand situational tests, we try to understand howthe person would react in that particular situation. Next is personalities test. Personality tests are basically being used in most ofthe cases where a person has to deal withdifferent kinds of people or where people manage yourrole, or where the person has to actually beor has to actually golden as per the role. So, personality Test they have many personalities. I have laid down three major personalities thathave been used by most of these firms. That is MBTI. MBTI is basically being used for a seniormanager role hiring to see how the person'speople manager role is, how the person's personalityis and how the person's influencing skills are. Second is OPQ 32, which I'm certified to. So, OPQ 32 there are 32 personalitytraits are being identified over here andthe person is measured on those personalities. It's not that the person's personality could be low orhigh, it's just that it talks about how the person'spersonality is and how it meant the marriage to therole that the person could be shortlisted to.

Then is Hogan Personality Test Inventory. This is HPI. This is also being used for a sales role ora manager role where we are seeing how the person'sinfluencing factors are communication skills, people, manager roles. So these tests talk about the person's personality andhow this person would be able to how thisperson would be engaged in this current role. It doesn't talk about a person isfail or clear in a certain test. It just gives you an overviewabout the current person's personality. Assessment centre assessment centre is a seriesof tests which are being given tothe candidates and has that elimination round. So as I said, there could be aposition where thousands of applications have come in. So even after AI that is primaryround it has reduced to 500. But do you think it's easy for 500candidates to go through selection to the interview? So there's a premium standardised test that thecandidates have to go through and after eachtest there would be few eliminations. So after five tests only ten candidates would beshortlisted and then they put the interview round. So these are the series of testswith the aggregation round to reduce thenumber of the applicants of the selectedqualified candidates for the further selection rounds. Then comes the interview. Interviews could be different form andit depends upon the job profile. The first one isunstructured and nondirective interview. Unstructured and non active interview is themonth in which there's no step format. A hiring manager based on the resumewould ask a question whatever the candidateanswers the interview mode in that round. In that way candidate has answered something andbased on the answer can interviewer have secondquestions, so there's no set format to it. Structured interview is where the interviewer has a set frameof questions which he will ask to all the candidatesso that at the end of the interviews he hasan apple to Apple comparison between all the candidates. Third is a semi structured interview which I thinkgenerally is a right frame of interview in whichyou have a set frame of questions. However, you can have few additional questions basedon the answers given by the candidates. So you can also do apple to applecomparison but you have those few additional informationwhich helps you to take the right decision. Then comes the situation interview. Situational interview helps the interview to understand howthe candidate will react in certain situations.

So interviewer will give a situation to thecandidate on the spot and ask him thathow he or she would handle the situationbehavior interview helps the interview to understand howthe candidate has reacted in the past in. A certain situation. So behaviour interview is that interviewers? Okay. In the past in your phone yousaid that you have handled this project. In this project, tell me what are your different hurdlesthat you have placed and how you resolve it? So you are asking me, candidate, that you have already handled something in the past. Tell me how you worked upon it in a situation interview, or give the situation to the candidate, which he might or might not have faced in the past. But he has to answer that, in case he's stuck in that situation, how will he handle it? There is a differencebetween situational and behavioral. Second is a stress interview. So if you put the candidate in verystressful situations and to understand how this personwould be able to handle this stress. So they could be interviewed coming up as veryaggressive person or very silent person to put thecandidate on and very stressed to say okay. He's not able to understand that. How he can answer it. Is he making him happy or is he making him sad? So you're putting me in stressful situations so that he'snot sure how the things are going on and ishe or she able to maintain his calm and composurewhile giving answers and relaxed while giving answers. So you're putting the person in stress justto see how things are going on. Group interviews where they are multiple candidates andmultiple candidates and they are giving an answerto a similar portion or a different personto see how the things are flowing on. This happens when you have multiple candidates and youhave a limited time frame so that you cannotgo through each candidate in one or one basis. Next is a panel interview inwhich one candidate and multiple interviews. So there could be a 360 degree multi panelinterval or there could be a fixed panel interview. When I say 360 degree panelintervals, I could interval would includesupported a colleague, senior stakeholder. All these persons are sitting togetherand there will be one candidate. When I say horizontal, that means only one candidate andpeople at the same level or one level up.

That's it. So they could be a different kind ofa panel interviews now come to final offer. So once the candidate has been selected,there will be a final offer negotiationbetween the recruiter and the candidate. Basically these are the twoterms that have been discussed. That is what would be the compensation? Fixed salary deductions benefits bonus, next appraisal whatwould be the promotions and all those things? Position at what position the person will be joining? What will the joining date be? How soon he can join us? Relocation if the person is moving from adifferent city, then when he will be moving,what would be the relocation benefits? What will be the joining bonus? If applicable at the current role? So once the final offer letter is released and the final offer terms are discussed, the offer letter is released. Now. Offer letter is like a legal contract between thecandidate and the organisation so organisation has to ensurethat the offer letter has been laid down ina simple terms which can be easily interpreted andhas all the important losses to make it legalbinding so below the few terms few clauses thatevery offer letter should have a few tips thatevery offer letter should have to make it validand legal painted clauses should be drafted in asimple language so that it can be easily interpreted. Offer letters should include basic details like companydetails, contracted candidate joining date, position reporting tool,compensation plus benefits it should be on acompany letterhead few important clauses salary, payout dateand what would be the deductions so thereshould be a salary breaker, bonus clause eligibilityand what would be the payment criteria? Next appraisal review what wouldbe the probation period. Termination and notice period clause per organisation and employeeon both sides confidentiality agreement so that employee onceleave the organisation or when is currently the employeeshould not share any confidentiality information of the organizationto any third person non compete clause that isonce you can't leave the organisation he or sheshould not join a competitor for a certain frameof time. Conflict of interest till the time candidate is workingwith the organisation he should not work on anyitem which could be conflicting to the organisation untilthe time he's working for the organization. Whatever work you do is a work product ofthe organisation he cannot take the credibility of itworking as postings and transfers how many annual leavesand what number of public day holidays. What will be the retirement age personalInformation what would be the personal informationthat will be holding by the organization.

How it will be holding and to whom itwould be shared offer letter should be in compliancewith the prevailing laws operator should be signed anddated by company authorised person and the candidate tomake it legal and binding. Now, what is background check and why it is important? Background check is that whatever information shared bythe candidate is it true or not? Background check is mostly being done by third partyforms where they go and contract different forms tosee if whatever information shared by the candidate inthis reason is true or not. Why it is important so that employees can vouchthat whatever information shared by the employees are true,they can share it with their customers, with theirstakeholders, they can protect the security and integrity ofthe data so they can mitigate the risk becausethe carriers have shared the correct information. The fraud element is I would not beeligible to get but still reduced compliance withprofessional standards and satitary requirements in certain industries. So in few banking and legal industry itis mandatory for every employer to go throughbankrupt check, minimise the risk and prevent thedamage to the company's reputation. If there's a fraud in the organization, itcan be a huge damage to the reputation. So with this background check, theyare minimising it, not eliminating it. Promote a culture of honesty and integrity betweenyourself as an employer and your staff. So there's a trust element that has builtin between the employer and the staff. Now, what are the different backgroundchecks that have basically been done? One is the education check, thenis the employment, previous employment check. So whether the person has worked in theprevious employment that he has stated during thetenure at that position level and when heleft the organization, was there any disability issuesor any fraud issues, all those things? Or was it a voluntary orinvoluntary interest proof criminal check? Is there any negative information about the candidates released in the news or in media dictatorship checks if any fraud at a criminal offence is charged against the candidate ID check, whether it is a voter ID check, a hard check, a passport check, or a media check? So the person who is hired at the secretary level, does he hold the title in any current organisation or any past organization? So that could be a conflict of interest: financial or credit checks. So has a person done any financial fraud in the past, or has he declared bankruptcy in the past? So these are things eliminate thatrisk that the organisation would have. Financial or credit check is mostly being donefor the people who are handling the financialrole in the current organisation or at aSteelership level, any industry specific check. So these are basically back on check thathave been done by the firm just toeliminate the risk and minimise the risk ofloss, theft, integrity, integrity and bad reputation. Now, these are a few industry practicesthat are being followed by the organization. First is eliminating gender bias. So data use artificial intelligence where itmasks the candidates resume so that interviewershiring manager cannot see persons name, emailID, photo, LinkedIn ID or pronounced. So the gender bias is being eliminated whileshortlisting the interview, while shortlisting the resumes. Then is Deloitte Launched, the apprentice. Apprentice is a famous program. Based on that, deloitte also launched the model inwhich they hired the interns and they were giventhe three challenging tasks which were the eliminating routes. So once the candidate was cleared, allthe emulation route is being offered asan internship in the organization. With this, there's a competition within theinterns and the candidate and the companyas the best candidate on board. And if the internship is done in a great way,then the firm can offer them a free placement offer. So this is the few industry best practices. This is all about recruitment.

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Module 2: Chapter 3. Orientation and Onboarding

1. Module 2: Chapter 3. Orientation and Onboarding

He is being selected till the time he is productive. So what is the importance of onboarding and orientation? So this is saying that you never get a second chance to make a first impression. This also happens when you can select somebody and ask that person to join your firm. So on the first day of the firm, when the candidates enter the organization, how do you ensure that he feels connected or emotionally attached to the company? How do you create that bond with that employee who is new to the organization? How do you create that first impression where he thinks, or says, "Yes," he took the right decision? What is onboarding, or an orientation? It is a process of integrating a new employeeinto an organisation or memorising a new customer orclient with the one's product or services. Onboarding starts when the interview stops. We will be discussing few business case studies whereI tell you with examples that what organisations aredoing to make their onboarding and orientation process soeffective that employee or candidates start feeling connected assoon as he or she knows that yes, he'sselected with the organization. An active engagement process. From recruitment and through to the first and beyond yournew hires start thinking about the job and the team. From the moment they applied, they didn'teven get a response from the recruiter. They just start thinking about the company. Okay, this is the company. The job description is great,the company is doing great. I would really like to be part of it. So that impulsion bonding has already started created atthe time the candidate is applying for the job. How you ensure that you strive that employerwanting continuously so that he continuously remains engagedand gets productive as soon as possible. So, a new hire is thinking about their newjob and team from the moment they apply. So they are already invested in the company.

Emotionally they have invested in the company. Their job is to ensure thatthe emotional investment is not misplaced. So they don't feel lost. Okay, now I have got the offer letter. What's next? Should I just sit idle and waitfor my first day of joining? Or what's next? What should I do? How should I know more about my team? How should I know more about my manager? What kind of a work profile would that be? Who would be the different stakeholders that I would be working to it?So, how do you create that engagement between the interview period and the date of boarding, or even from the date of coding till the next three months, till the time the candidate is not fully placed or successfully settled in the organization? So, what is the objective? On onboarding and orientation ensures thatthe legal regulations are completed. That is all the legal requirements are completed. When you are getting candidate on boarded,create a genuine feeling of belonging. So the candidate has joined your firm. He should feel connected and engaged and should feel thepart of the team that just now he's part ofthis team, he is a part of this department. He would be working with this manager,with the stakeholders, with the colleagues. So they're working together to achieve a bigger goal, fasterof ramping up new hires, how to make them socomfortable and transition to the new department, or new workprofile so that they get productive very easily, or asyou will say, in a shorter frame of time, providinga consistent experience for new employees.

So there's a consistent process been followed forall the new employees where they say, okay,once I joined the organization, all the employeesare going through the similar setup to makethem settled in the organization. It's not that for a leadership level there's adifferent approach, for a middle level there's a differentapproach, or for one team, team member there's adifferent approach as compared to the different team members. So mostly all the organisation has someorientation process as per the organisation culture. But over here, the orientation process that Iwould be showing you is being typically beingfollowed by all the Bake organizations. They could be viewed in a delivery steps as pertheir cultural norms, but this is what is typically beingfollowed by most of the firms first day. So on the first day, the legal requirements arebeing completed by the HR team candidate complete allthe forms which are being legally required. HR tells them about the company norms, rules andregulations, logistics, meeting up with the manager and theteam, introductory mail meeting, tour of the office. So where is the canteen, where is the play area,fun area, where it'd be the production floor, where's thetraining room, where is the boardroom where different meetings wouldbe done and two to the office. And then on the first day, introductory welcomemail is sent to the particular department orto the entire organisation telling them that thisperson has joined the organization. He or she has so many yearsof experience, he has studied over here.

He has joined in this department andwould be reporting to this person. This would be the email ID andextension of this person telephone number. So in case you want to connect to him or would liketo ask him anything, you can go ahead and do it. So now the first is done. Now by the end of first week, the newemployee should be partnered with a buddy who canhelp him getting easily settled in the organization. Answer his small, small queries that comes up out ofthe curiosity, okay, what is my annual leave, when canI take it, where can I apply it? How soon I should apply firmware leave or whatis my employee benefits that I will get? When is the annual day in this organization? So all those small queries, the employee isbeing partnered with a buddy or colleague whohe can reluctantly anytime ask any questions duringthe office hours on the first job trading. So by the first week, by the end of thefirst week, he's been shadowed by his colleague to tellhim that this is over with the work that hewould be doing, meeting with the stakeholders and clients. So he would be meeting the stakeholdersand clients to get an overview. These are the people that I wouldbe dealing with day to day business. By the end of first month, new employee should havecompleted all the mandatory trainings, know the overview of allthe work process that he would be doing, setting uphis performance goals and meeting with HR. So HR will meet this new employee andunderstand that, okay, how is everything going on? Do you know your stakeholders now? Do you know your manager? Do you know your colleague, and do you know how the work is going on? Do you need any additional support or additional training? Everything is being done, or is there anything that is pending from our end? Just let us know. Now at the end of the first quarter, employeeshould have enhanced on to the work, should havebuilt a report with a team, stakeholders and clients. So it's a good three months. The new employer should have known that, okay, this iswhat the work profile is getting used to with thework profile building the repo with the team.

Now, these are the people who are inmy team and these are the stakeholders thatI'm working in day in, day out basis. By the end of six months, hisproficiency on the work levels has increasedhandling tasks and issue independently and wouldhave this first incident performance review wherethe proportional period will have been completed. And he knows that how the work progressis going on, how he is doing, whatare his improvement areas, what are his trends,where he can add value to the organization. Now by the end of the first year, he or sheholds the expertise in his current role will now himself wouldbe a buddy to the new hires, share new ideas andwould have his or her first yearly performance review. So, this is typical orientation process thathas been followed in the organization. Now, there are two best industry practises that Ihave stated over here to let you know thatwhat organisations are doing to make them comfortable aboutthe make the environment comfortable for the new candidates. First is for deloitte. So deloitte. As soon as the candidate accepts an offer,they receive a welcome mail from the firm. Team members are also involved in the interview process,engage with the new hires, send him an email,congratulating him before the first day of joining. Manager also invites the candidate for alunch along with the team members. They get together launches so that the new candidate know,okay, these are my colleagues, this is my manager andget to know them so that they easily gel willand once he has joined the organisation or she hasjoined the organization, it makes the things little simpler. That awkwardness of the ice breaking icebreaker that has already been done.

Now he can be easily an openlyasked questions and can get easily comfortablesettled down with the organization. Now a by Canada earnest Canada what theydo the International Transition Mentor programme at EbayCanada is designed to help international highest. So the people from different countries who have migratedto this country or who have been seconded tothis country on short term project they are beingmentored or they're being attached to the people whoare already in the company. So these mentors help them to transition tomake the process transition smooth for them. Answer their queries related to the cultural norm,different cultural norm, different ethics that they needto follow, personal and professional integration that theyare facing difficulties moving to a new country. Also they provide training and support to obtainprofessional designation as well as language training tohelp improve English fluency and clarity of speech. So they are making things smoother and easy forthe international hires who have recently been migrated tothe country to make them comfortable with the differentcultural differences, cultural norms and make things simple forthem so that they can easily settle in theirorganization and focus more on their work instead offeeling reluctant while talking to anybody. So companies are doing different practises to ensure thatthe employees that they hire they settled out ofthe organisation and has that comfortable where they canask questions to others, add value to the organization,can bring up new ideas, become more productive. Instead of being reluctant and understanding that what's goingon, whether I should ask this question or not,who should I approach, how should I do this? So organisation is focusing on the practiceswhere the candidate gets answered on thesequestions, easily understand his work profile andadd value to the organization. So this is all about onboarding and orientation. We have completed talent acquisition. Now it's the next chapter we would be doingon talent development and we will be discussing aboutthe different parameters that come under in talent development.

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