In today’s competitive job market, it’s difficult to find top talent with diverse and niche skill sets. To attract influential professionals, companies are actively seeking untapped talent pools across India. It is critical for HR leaders to develop forward-looking strategies that enable them to access these untapped talent markets and scout high-impact professionals. To dig deeper into this topic and gain actionable insights for successful recruitment, we recently partnered with Taggd.in to host a panel discussion. Devashish Sharma, Founding Member and CEO.
“While the first half of 2022 saw high levels of adoption across all sectors, the geopolitical situation dampened adoption heading into the second half, especially in the IT and technology sectors. Now, however, we know that the hiring appetite is very high, and it’s the perfect time to discuss how to prepare for the upcoming onslaught of the talent market.‘ said Devashish at the beginning of this powerful conversation.
Here are some important points.
Current Skills and Hiring Status
The industry is facing unprecedented disruption from changing customers, changing technology, and increasing competition, and is facing the pressing challenge of a large skills gap. The key at this point is the importance of developing talent from within by making strategic investments. Shefali Bairaria Suri, CHRO, Greaves Cotton Limited. This approach essentially involves effectively balancing her dual responsibilities of motivating her employees and meeting the demands of the business.
Another insight is the skills shortage, especially in data science, AI, ML, IoT, network security, cloud infrastructure, and system software. Sailesh AJ Menezes, Vice President and Head of Human Resources, Hewlett Packard Enterprise India. To close this widening gap between supply and demand, it has become imperative for organizations to create compelling and differentiated EVPs that excite all employee demographics. He added that HR leaders must use technology effectively to ensure fair and equitable recruitment processes.
Sanjeev Kapur, VP – Global Head of Talent Acquisition, NTT Data Services I agreed and asked appropriate questions such as: “How can I take advantage of AI-powered technology?”, “What are the specific problems recruiting teams around the world face?” How can I avoid no-shows?”These questions must be answered. Sanjeev then linked these challenges to broader concerns about the character and culture we live in, especially the lack of commitment seen in external resources.
However, given the abundance of employment opportunities for employees, organizations need to adopt innovative approaches to address talent shortages and skillfully recruit the right professionals. And the panel continued to present some notable solutions based on their learning and experience.
Design an impactful and symbiotic campus recruitment strategy
HPE India increased college enrollment from 24% to 30% to hire people who are easily trained, have the right qualifications and strive for success. Sailesh explained how the campus strategy began with a deep understanding of which campuses fit the business needs and provide the greatest benefit. This was followed by an emphasis on attracting young talent with a language they understood. This included showing alumni his career path through social his media powers such as Lille. It’s no secret that early-career professionals love to hear success stories, so Campus Ambassadors go a long way in establishing strong connections with these new generations of the workforce.
Another important aspect is the transformation of the selection process from outdated and outdated methods to more modern approaches. This change is focused not only on redefining employer branding, but also on improving the overall candidate experience.
Professor Sayresh also emphasized the importance of establishing a symbiotic relationship with the university, stating:Building a symbiotic relationship with the university not only for recruitment but also for human resource developmentHe also suggested that the organization should evolve into a training center for aspiring young people, thereby contributing to their growth and development. Devashish added to this point.In fact, organizations can attract future talent by building an employer brand within the university and associating the right training with the future of graduates.”
Invest in offering comprehensive career options
Shefari emphasized how workers today have different priorities in life. “We value that as an organization and want people to grow both spiritually and professionally.“, she said. Having a heterogeneous workforce with different skill sets ultimately allowed us to: “Charo Age Bade” It aimed to build managerial, technical, functional and high potential skills to train people for management roles. The program has been successful because people can learn and experience building a career.
We also found that 70% of Greaves Electric Mobility factory employees are women, which reflects their commitment to inclusion. “Building trust is important in HR.Every change requires more effort to build diversityadded Shefari. As Devashish points out, one of these changes in people and work is evident in how attractive organizations that offer a solid work-life balance are.
Another growing expectation is flexible working, especially for gig workers. In line with this, NTT DATA SERVICE makes comprehensive use of part-time workers. For example, NTT’s Career 2.0 program is not limited to women and is open to anyone. HPE has also made significant strides in this direction by increasing flexibility regarding education and experience in job descriptions and giving employees returning from leave the option to restart their careers.
Advancing the conversation based on the EVP’s values
A strong employee value proposition (EVP) should yield tangible, jaw-dropping results in high-impact hiring. An example of this, he shares, is that despite industry trends reflecting the opposite, NTT Data Services’ core philosophy of “paying the right amount for the right job” is a healthy job offer. emphasized how it helped ensure the ratio of new hires to hires.
Another US EVP strategy that has helped strengthen NTT Data Services’ brand is to sponsor IndyCar, a high-powered racing sport known for demonstrating high performance, precision and teamwork. This branding resonated with NTT’s core values. “The experience from a pit stop, how each person behaves when a car comes in for a tire change, helps us to be in sync and harmony. It helps build our brand.said Sanjeev.
Leverage talent to increase hiring success
As you move from EVPs to the broader realm of employer branding, a company’s social media footprint becomes one factor in boosting recruiting returns, as Schefari points out. But building an alumni network and bonding with alumni is just as important. Sayresh said.Alumni are the best brand ambassadors if you treat them well, so rehiring them if you have a mutual connection is encouraged.”
Organizations should foster ongoing engagement through strategies such as newsletters, events, networking programs, career development initiatives, and potential incentives such as discounts on select products to generate excitement among alumni. there is. However, it is important to recognize that the success of alumni reemployment depends on the prevailing organizational culture and the positive experiences individuals have had during their previous tenure.
“When rehiring, try to understand the reasons for leaving and try to resolve the issue.’ said Sairesh. Shefari agreed.An exit interview may tell you why, but HR needs to dig deeper to be truly successful in recruiting graduates.”
Ongoing communication is also required, and NTT Data Services uses the Alumni Portal to send out enrollment invitations, provide retirement assistance, and communicate the latest company news. We also took advantage of highly popular employee referrals. “I stopped the incentives, but the referrals did not decrease. Employee referrals are not driven by a desire to make money through incentives. People refer their friends to enjoy the benefits of the culture.said Sanjeev.
From robust campus recruiting plans, to flexible and comprehensive career recruiting, and ultimately investing in building employee brand and voice, today’s organizations have an ongoing skills gap to overcome. Opportunities abound. Talent is key to the continued growth and success of a business, so it’s no surprise that HR professionals and TA leaders need to adopt a business mindset. “Our talent acquisition mantra is that we are all sales people, not HR people. We hire temporary people, not temporary people,” Sanjeev said. Business prudence and his ROI mindset are therefore essential to expanding the talent pool and lay the foundation for successful high impact recruitment in this new age talent landscape.
