Hiring, promoting and scaling the organization are the biggest challenge. Reducing Attrition is not about anything else but getting the ‘Right Fit’. Selection process can cost you - Attrition costs you. The Industry-Academia association is not being utilized to the fullest. The question of the hour is 'Is the quality of talent entering the market suitable for us? What we do in developing them and retaining them?’
These days lots of options are available to get people, more options of assessments/tests questions hence creating CONFUSION (Eg: Career sites/Internet etc). So what is the best way? – This is a challenge. These days there is a common phenomenon seen called 'Staffing Schizophrenia' - one job you post and there are 100's applying. Some jobs attract right candidates, some jobs are difficult to fill, in some Hiring Managers have unrealistic expectation and some desperate candidates are taking desperate measures.
Top Trends and Opportunities:
1. Hiring for Culture Fit:
Half of the hiring decisions don’t work out right. There is only 50% which turn out to be a Win Win situation. There needs to be a CULTURE FIT. These days big organization thrive more an more on References. But References should come without any monetary rewards, else it looses its importance.
In any organization there exist 2 types of culture –
a. Formal culture, which is seen flashed on the websites and on office walls and,
b. Informal culture, which is the actual culture breeding in the organization.
Attracting talent by self select is essential. Hence the HR should know how to communicate the value proposition. Herein comes the branding of the job and existence of Career Portal (Eg: Disney website shows that it’s a great place to work. Microsoft asks a question – ‘How do u see the future?’)
Savvy candidates are like 'culture chameleons' (Eg: Hiring of Sales people. They most of the times fake their way through) what do we need to do to break through the chameleons? Doing a behavioural based psychometric testing might work. Interviewing is critical, Drive culture fit with testing!
2. Selecting the Front line Leader:
Develop leader internally. This is the 'least ready' workgroup. As HR we are not preparing people for different situations that they would face. Seeing the blind spot is required. 91% have at least one blind spot. That is why training is not effective; they don’t know where to pay attention.
3. On-boarding and Development:
Between Recruitments and Development is the cracker called On-boarding. The On-boarding process needs to be dealt very well. Worse case scenario- Your best new hire meets your worst employee! Get new hires off a strong start. Tell them the focus areas in the next 100 days of their joining - a clear expectation. Use the energy of new joinee productive, don’t make the energy go down.
4: Predictive Hiring Analytics:
The aim should be on moving from good to great organizations. Focus should be on Talent Analytics (Eg: Google takes great care of people and data). Reference checks are important, but that comes later in the whole process. It should be moved up the ladder to get better and effective results.
Some of the Best Practices:
a. Candidate Source
b. Assessment Data/Scores
c. Manager Satisfaction With Quality Of Candidates
d. Ratio Of Job Acceptance To Offers
e. Win-Win situation
f. Job Performance And Satisfaction Scores
Paying attention to the above, one can go toward productive Talent Acquisition. For all this above,the database management is very important.
One should always remember that it is the experience that you provide your employee that makes a good organization!
