Tag Archives: Recruitment

Dysfunctional Organization Cultures And Falling Corporate Empires

ganesh article on Culture

Ganesh Subramanian from IIM Trichy writes why without transparency in communication organizations would invite doom. 

A friend of mine called me up a few days ago seeking some suggestions to come out of the problems that she finds herself in, in her company. She works as a recruitment executive in a firm. She said that a week before her recruitment, the firm had rolled out offers to candidates who are joining a multinational firm, which is a client of this recruitment firm. Despite slogging for a week and achieving targets which have never been achieved before, there was little appreciation for the work done. Forget appreciation, there wasn’t even a mention of the work in the subsequent team meetings by her boss. To complicate matters, the recruitment team was asked to report to a lady who is supposedly well known to the boss. Now this lady is new to the business of recruitment having moved into this role only a few months back and behaves more like a school teacher than a team lead. In this scenario, my friend was contemplating quitting her job and she says that the organization culture is bad beyond repair.

In another example, a CEO of a firm is known for his frequent outbursts of anger, shouting at his subordinates, in front of others. The CEO’s behaviour has percolated down to the individual business units as business unit heads shout at their subordinates because the CEO shouts at them. The funny part is that this organization had a 360 degree appraisal system for assessment of performance. No wonder that the employees of the organization are scared to death when it comes to rating their superiors.

These two examples set me thinking on how organization cultures can make or mar organizations. Organizations such as those mentioned above fall into oblivion and get into a very bad cycle because nobody knows how to change this bad culture. It is very obvious that the cue has to come from the top management. The behaviour and the culture of the organisation have to be driven by the CEO and carried on by the business unit heads.

For sustainable growth of organizations, there must be transparency in communication, freedom and autonomy in work and more importantly an environment where everyone feeds off each other’s growth which in term helps them grow. The HR in the bad-cultured organizations become the scapegoat in the whole process as employees blame the HR for anything and everything little realizing that HR in such organisations do not have the power to overhaul systems in one go and they are mere spectators in the whole game.

To conclude, top management must be proactive in setting the right environment for a thriving organizational culture and must give the HR department the full freedom to maintain the culture, suggest changes for betterment and even change it.

Advertisements

Do You Have a Mobile Strategy to Hire Candidates?

Rahul Krishna, Manager Talent Acquisition Group at Espire Infolabs talks about a mobile strategy to hire candidates to empower employees by a cloud referral system! Also talks about opening a new source to get candidates other than the job boards.

mobileambassador_experience_flow

A Mobile phone can be a potential source to recruit top talent in your organizations. We have all the major job boards & application on our phones and this improves the candidate’s user experience to apply as you see.

There can be application acting as a referral system which empower the recruiters and open a new gate to get those referred resumes which are not present on a job board. It’s quite important to realize that the referred candidate has higher chances to qualify and join the organization as we have an employee who has referred that candidate. We are connecting to the web and corporate recruiters must understand and learn the uptrends of the market. We need to integrate a mobile application with the career website which will open a window to refer candidates

As you read further in the article we will explore the techniques for hiring talent globally & also participating in the Mobile uprising for convenience, with a click of a button which is handy enough for you.

Make this application available on the cloud, get this application to your employees; this will enable them to refer when they are not at work. Your employees will make a difference and the employees who do not refer they will also start using it as this is available on the smartphone. They have an independence to make a request and share the contact number, name and email address, a resume can be given at a later point of time. In this manner your employees have all the job opportunities of in their handheld, so it is easy for them to check with their old colleagues/friends and enable them and giving a chance to work with them. Also in this referral system we can prioritize the urgency of the position to get filled as we are hiring all billable resources and it involves a lot of money.

We may not be in front of our computer however we are always available on phone. Let’s try to be on the mobile to hire best talent globally through a referral system, giving confidence and opening a gate to your employees to participate in their company growth.

Salary Negotiations – Recruiters Pride – Part 2

Business meeting

In this second part of his article Rahul Krishna, Manager – Talent Acquisition at Espire Infolabs, talks of the other four components of a successful salary negotiation for an HR professional. Read, learn, grow.

1. Present the offer as a total reward package

When making the offer, present it as an itemized total reward package so people can see the true value of what is being offered to them. So, include: salary, size of any bonus, size of any retirement fund with monetary value of contribution, plus value of any health insurance premium value, number of vacation days, company car value, personal training budget, etc. Also, itemize any non monetary perks like flexible working and casual dress code.

2. Leave some negotiation room in your offer

Research shows that most managers tend to leave some negotiation room in their offer. This is not necessarily the same as ‘shooting low’, because if you make too low an offer, a candidate can be insulted and you might force him/her into driving a harder bargain than intended. Always make a fair offer based on their current salary, their need for advancement and market expectations; but leave enough room to negotiate. Don’t forget, many people like to negotiate and see it as part of a relationship building process.

3. Rebuttals

If an employee refuses your offer and requests a higher salary, ask them what their expectation is and ask them to provide economic evidence for their position. Also, ask them to detail their past achievements and likely contributions to justify their requested starting salary. This is a strong defensive play, which firmly pushes the ball back into their court. Who knows, they may persuade you they are worth it, or they may be forced into a reality check, which could make them more accommodating.

4. Bargaining tools

You should also have an array of bargaining tools—based on your accumulated knowledge of the candidate—at your disposal that you can offer in exchange for salary. For example, perhaps the option of working from home, or a compressed week may be more attractive to your candidate in preference for salary. Perhaps you could make pay raises conditional based on achieving agreed performance goals. You could enhance their bonus. There are many other options available to you in the event that the candidate rejects your initial offer.

There is no magic formula for handling a salary-negotiation, but I hope you can see there are steps you can take to perform more effective salary negotiations more of the time. A well thought out negotiating and closing process is critical to your success!

salary-negotiation-tips

The Recruitment Conundrum: Talent Crunch vs Unspotted Talent

Finding the right talent

 

Ganesh Subramanian talks of the current problems in recruitment strategies of companies and gives solutions for improvement. A must read for all HR professionals

Come the recruitment season, every year we see HRs of companies doing their best to bring talent on-board by various means – be it through conducting walk-ins, be it visiting campuses for hiring or through job portals or consultant tie-ups. They leave no stone unturned in enriching the talent pool of their company and striving to achieve the senior management’s mandate of a target headcount by the end of the year.

There is no doubt that the HRs head to some of the best technical and management schools in the country where they find the brightest minds on display, the crème-de-la-crème. While all this give an impression that they are able to successfully fulfil the talent requirements of the company, the picture is far from rosy. Grappling with attrition, misfit in roles and a host of other problems, HRs are left complaining about talent crunch at the end of the day. Recruitment is done in bulk and still there is a talent crunch. Why this paradox? Is there a way out?

Some of the companies accredit technical colleges and B-schools where they go for campus recruitment every year. While this is a win-win situation with the B-school/technical college having the chosen company visit their campus every year, the company also has access to the best of the talent. However, this policy also has a small inherent flaw in itself.

By restricting the number of institutions that they hire from, companies lose out on unspotted talents untouched by opportunities. The only fault of the student from such colleges is that their institution is not accredited by some company for campus recruitment. While this does not call for companies to change their approach radically, they must be flexible enough with their hiring options.

The bottomline is if you input garbage, you get back garbage.

The other reason for the talent crunch is the way in which personal interviews are conducted by companies. Rather than trying to find out the strengths of the candidate and then see how it fits companies requirements, interviews turn out to be one on one (or many to one, as the case may be) gibberish encountered in online chat rooms. Armed as if by rote learning with outdated and irrelevant questions, interviews have the eventual effect of leaving candidates frustrated who wonder how such seemingly stupid questions are relevant to the job position for which they are being interviewed. The bottomline is if you input garbage, you get back garbage.

I will close this discussion with a couple of interesting incidences which I learnt from my friends. In one case, a talented candidate attended an interview for a mid-level role in a reputed company. After having successfully cleared the interview and being orally informed that he is being selected for that role, this person much to his dismay found that his job offer was later rejected only because his institution from where he studied was closed down. This person had to be at the receiving end for no fault of his.

How can the knowledge and experience accumulated over the years vanish in an instant just because a person’s almamater no longer exists? In another case, a person was selected for an entry level position in a support function department in a company. After a week into the job, this person was asked to quit the job by his boss for the silliest reasons ever heard.  The person does not have a smiling face according to some employees.

smile

The boss said that the person’s performance was not matching expectations and the person’s ambitions will not help him do this job effectively. What more? The boss went on to play God saying that he can easily identify whether the person will be effective or not in a job in just 7 days. Heights of stupidity and baseless arrogance! Finally, this employee was also forced to resign without having a chance to even explain himself.

After learning about these incidents, the clarion call is loud and clear. It is time for the human resource function to take a call. They can either take the lead and be proactive in tackling talent crunch or continue doing the run-of-the-mill routine job and keep complaining.

Exact Person