Talent management: Hiring, Training and Retention

Assignment Taken

The process of HRM is extremely important. A manager could do everything else right as a manager; in terms of planning, setting up modern assembly lines, and using sophisticated accounting controls.

Case Understanding

Climate change is universally acknowledged as a severe and growing threat to humanity. Automobile vehicle emissions are a key factor to climate change. While the automobile industry throughout the world is working hard to address this, India has made little progress in this area. Considering India’s high dependence on fossil fuels and large market available for the automobile sector, Government of India is taking major steps to promote Electric vehicle usage in India. Government of India has set a target of 30% adoption of electric vehicles by 2030 in primarily two-wheeler, three-wheeler, and commercial vehicles segments. Identifying this as a need of an hour, a group of entrepreneurs are looking forward to this opportunity to foray into the business related to “Electrical vehicles”.

BCS Solution Summary

Recruitment” as a process is exploratory in nature as it involves finding and hiring the best possible talent for a job vacancy, in a timely and cost-effective manner. Recruitment is a positive process of searching for prospective employees and stimulating them to apply for jobs in the organization. Being a startup, recruiting skilled, innovative and hard-working individuals will be able to add value, usually a work experience of 1-2 years or curious freshers looking up to make a difference.

Solution

The process of HRM is extremely important. A manager could do everything else right as a manager; in terms of planning, setting up modern assembly lines, and using sophisticated accounting controls.
Talent management: Hiring, Training and Retention
Climate change is universally acknowledged as a severe and growing threat to humanity. Automobile vehicle emissions are a key factor to climate change. While the automobile industry throughout the world is working hard to address this, India has made little progress in this area. Considering India’s high dependence on fossil fuels and large market available for the automobile sector, Government of India is taking major steps to promote Electric vehicle usage in India. Government of India has set a target of 30% adoption of electric vehicles by 2030 in primary two-wheeler, three-wheeler, and commercial vehicles segments. 
Identifying this as a need of an hour, a group of entrepreneurs are looking forward to this opportunity to foray into the business related to “Electrical vehicles”.
Recruitment” as a process is exploratory in nature as it involves finding and hiring the best possible talent for a job vacancy, in a timely and cost-effective manner. Recruitment is a positive process of searching for prospective employees and stimulating them to apply for jobs in the organization. Being a startup, recruiting skilled, innovative and hard working individuals will be able to add value, usually a work experience of 1-2 years or curious freshers looking up to make a difference.
Recruitment Yield Pyramid is the basic tool of utilisation, followed by application tracking system and gamification for recruitment purpose. For training, a peer to peer learning module can be implemented, more on the lines of google to google (g2g).
Recruitment is the process of:
● identifying the need for a job
● defining the requirements of the position and the job holder
● advertising the position and
● choosing the most appropriate person for the job.
THE RECRUITMENT YIELD PYRAMID
The recruitment yield pyramid shows the historical arithmetic relationship between leads and invitees, invitees and interviews , interviews and offers made and offers made and offers accepted.
RECRUITMENT TOOLS
1. Applicant Tracking Systems (ATS):
The lowdown ATSs were among the first pieces of online recruitment technology that emerged in the 1990s. Early systems did little more than track incoming CVs, but in recent years they have expanded their functionality into areas such as skills-matching, CV parsing and job posting to multiple channels, including social media. As talent management research and advisory firm Bersin by Deloitte underlines, today’s ATSs are “integration platforms” that connect to other tools and services used in the recruitment process.
How will it impact the way you work?
Although they have always been a core technology for HR departments, the new generation of ATSs can help bring many recruitment functions into a central place, further streamlining practices. One is TribePad, which describes itself as a “social” ATS and whose users can advertise their jobs anywhere on the web. It features intelligent skills-matching based on semantic technology and provides built-in real-time analytics to evaluate what channels perform best.
Importantly, the product allows hirers to create specific communities based on skills and location so they can more easily communicate and engage with those candidates on the system. Recruitment and HR departments need to extract maximum value from their ATSs, not just when looking for talent but to capitalize on the talent that already resides in the system.
2. Mobile Recruiting Tools:
The lowdown Mobile internet and recruitment has had many false starts, but record sales of powerful smartphones and tablets are likely to result in mobile usage leapfrogging desktop browsing for the first time this year. It has pushed mobile recruiting to the forefront and is predicted to become the key channel for hiring.
How will it impact the way you work?
Mobile takes recruitment into an entirely new space. While, in theory, it is one familiar to many of us, employers must be aware it marks a significant shift in how they communicate, engage with and recruit talent. Understanding how candidates behave in the mobile environment and making sure it rivals the quality of the full desktop will be crucial. Mobile recruiting tools can be broken down into four main areas: QR (quick response) codes, text alerts, apps and mobile-optimized websites. But often it is the latter that is neglected, with many corporate career sites failing to offer candidates any customized mobile experience.
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3. Gamification:
According to Gartner, gamification is the broad trend of applying game mechanics to non-game environments, such as recruitment, to motivate people or change behavior. The analyst forecasts that it is positioned to become a “highly significant trend” over the next five years and that, by next year, more than 70% of global 2,000 organizations will have at least one gamified application.
How will it impact the way you work?
Gamification has the power to deliver significant efficiencies at the front end of the recruitment process both as an attraction and an engagement tool as well as a means to quickly identify people with the correct skills for a particular role. It can also be used to better connect, communicate and build relationships with candidates in the talent pool.
4. Collaborative tools:
Despite the vast potential of enterprise social networks such as Yammer and Jive to share and exchange information and interact, take-up in the UK is limited. Jon Ingham, HR blogger and executive consultant at Strategic Dynamics Consultancy Services, suggests that there is a tendency for collaborative tools to be used by recruiters for conversation but not for collaboration.
How will it impact the way you work?
Such networks can help integrate HR and recruitment with the rest of the organization and eliminate the silo approach that can hamper effective recruitment. Ingham suggests one application could be for recruiters to scope out a personalized role that an individual could play in an organization, particularly if they have been identified as a top-level talent.
5. Video interviewing:
The lowdown level of development has so far exceeded HR and recruitment’s appetite to use the tools available. But this may be changing: a survey this year by specialist recruitment consultancy OfficeTeam UK found 41% of HR directors had increased their use of video- conferencing to conduct interviews compared with 2010.
How will it impact the way you work?
Video interviewing can pick up on subtle emotional clues and body language. Although this should not replace face-to-face interviews, its speed and convenience allow more candidates to be seen close-up, together with something of the personality, in the early stages of the recruitment process.
.6. Internet sourcing:
The lowdown at the most sophisticated level, internet sourcing refers to highly-skilled individuals deploying a range of advanced searching techniques to seek out hard-to-find talent.
SELECTION
Selection is the process of choosing the most appropriate candidate for the vacant position in the organization. In other words, the selection is an eliminating process wherein we weed out unsuitable applicants. 
It encompasses three main activities:
1. Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
2. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
3. Development: This activity focuses upon the activities that the organization employing the individual, or that the
LEARNING AND TRAINING
Training means giving new or current employees the skills that they need to perform their jobs, such as showing new salespeople how to sell your product. Training might involve having the current job holder explain the job to the new hire, or multi-week classroom or internet classes.
Training is important. If even high-potential employees don’t know what to do and how to do it, they will improvise or do nothing at all. Training also plays an important role in retaining employees, since about three-fourths of middle-aged employees tend to leave if they are dissatisfied with the training program. A training program may be a mix of on-the-job training and classroom training.
DESIGNING THE TRAINING PROGRAMME
The overall training program needs to be planned with respect to the objectives, delivery methods, and program evaluation.
The key steps involved are:
1. Setting learning objectives: The instructional objectives must be measurable in terms of what the trainee should be able to do after successfully completing the training program.
2. Creating a motivational learning environment: Learning requires both ability and motivation, and a training program must accommodate both. The employees will be most interested if they know that they have the ability to succeed in the program. Self-efficacy is crucial.
3. Make the learning meaningful: Provide a bird’s eye view of the material that you are going to present, use familiar examples, terms and concepts, use visual aids and finally create a perceived training need in the minds of the trainees.
4. Make skill transfer obvious and easy: This can be done by maximizing the similarity between the training situation and the work situation, and providing adequate practice. Giving a heads-up to the employees of the difficulties that they will face on the job can also help to better prepare them.
5. Reinforce the learning: Follow-up assignments and critical Feedback are key. Partial-day training also works in comparison to full-day training. Trainees need to also be incentivized for completion of each program segment.
6. Ensure transfer of learning to the job: Unfortunately, less than 35% of the trainees’ transfer what they learned in their training to their jobs after a year of training.

Conclusion

The key steps involved are: 1. Setting learning objectives: The instructional objectives must be measurable in terms of what the trainee should be able to do after successfully completing the training program. 2. Creating a motivational learning environment: Learning requires both ability and motivation, and a training program must accommodate both. The employees will be most interested if they know that they have the ability to succeed in the program. Self-efficacy is crucial. 3. Make the learning meaningful: Provide a bird’s eye view of the material that you are going to present, use familiar examples, terms and concepts, use visual aids and finally create a perceived training need in the minds of the trainees. 4. Make skill transfer obvious and easy: This can be done by maximizing the similarity between the training situation and the work situation, and providing adequate practice. Giving a heads-up to the employees of the difficulties that they will face on the job can also help to better prepare them. 5. Reinforce the learning: Follow-up assignments and critical Feedback are key. Partial-day training also works in comparison to full-day training. Trainees need to also be incentivized for completion of each program segment. 6. Ensure transfer of learning to the job: Unfortunately, less than 35% of the trainees’ transfer what they learned in their training to their jobs after a year of training.

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