Management defines the talent as per the requirement of business needs and its diversified expansion plans. However, the way it gets translated and interpreted by HR, Hiring Manager’s and Recruitment Agencies is very different from the vision of management team and requirement of business. As it gets cascaded down the hierarchy, the definition of talent gets diluted and instead HR and Hiring Manager’s get into an ongoing rift without understanding that both of them are working for the organization and not for one another, as they make it appear like. Thus, I understand that the shortage of a talent is an MYTH. It is a cover-up story created by talent acquisition team and hiring managers to wrap their failures and inabilities of attracting and hiring the right talent. The talent shortage happens whenever employers complain that they cannot find people with just the skills and background they want at exactly the price they would like to pay. Organizations need to follow an approach of systems analysis, see a bigger picture and how their roles are interconnected.
If you have missed first part of story you can read it here. Talent Shortage Reality OR A Coverup Story Part 1
Before we proceed further, let’s reinterpret the Talent Shortage Survey of Manpower Group for the year 2016-17 –
The survey was conducted in 43 countries among 42,300 organizations. Among surveyed employers, 40% of Global Employers [48% in India] reported Talent Shortages. In other words, 60% Global and 52% Indian employers claimed that they always get required talent whenever they need, wherever they need and within their allocated budget.
Talent shortage cannot be seen in isolation. There are several factors that contribute towards talent shortage, such as – working environment, work-life balance, organizational culture, labor laws, social security, industry-academia collaboration, political stability, etc.
The survey highlighted the shortage of talent in India among following job titles – IT Personnel, Accounting and Finance Staff, Project Managers, Sales Manager, Customer Service Representatives and customer support, Technicians, Quality Controllers, and Buying and Procurement. Next time, when an organization will not be able to find, say, efficient project managers, they will blame it on the poor talent supply instead of evaluating their recruitment processes.
For the second and final phase of my discussion, I studied their recruitment processes, profiles of successful candidates and remarks of hiring managers on interview evaluation forms. I also prepared a questionnaire for the CEO, Vice President HR and few Hiring Managers. I also participated in few job interviews. Finally, a conclusion was derived that the talent shortage in this organization was not real instead it was an outcome of poor communication across hierarchies, and misinterpretations of messages. The deemed shortage of talent can be addressed if the organization will follow below-mentioned recommendations [I believe these recommendations will be of great help for any organization across industries –
The deemed shortage of talent can be addressed if the organization will follow below-mentioned recommendations
Relocation – When an organization wants to play at a national or global level, why do they limit their talent search to one city or the worst one particular part of a city? Whenever any leader tells me that they don’t have a relocation policy, it becomes easy for me to conclude that they are not serious about TALENT. Many start-ups, small-sized and mid-sized organizations do not pay much attention to this critical aspect of talent attraction and hence lag behind in the race. Sadly, these are the same organizations that make maximum noise for talent shortage. Not having a right person in a right role is more expensive than hiring someone from a different part of the country and pay them relocation allowance.
Widen the Talent Search market – From outside, it might appear that hiring someone from the payroll of your competitors might make your work easy and it might give you some inside information as well, however, that’s not the right approach all the time. Instead, expand the horizon of your talent search from SAME Industry to SIMILAR Industries to ANCILLARY Industries. Even within same industries, the working culture of different organizations varies, therefore, the challenge for someone to adapt to your organizational culture will remain same with a small degree of variation.
Employee Referral Programs – Attracting and hiring talent to the organization is not a sole responsibility of HR and Talent Acquisition Team, in fact, everyone in the organization, particularly the leadership team, is responsible for attracting talent to the organization through directed efforts of branding. Create an effective “Talent Reference Program” to reward those employees who are bringing talent to the organization through their family and friends.
Coach Interviewers – Being a good interviewer is a skill, which can be learned. As a part of leadership development program, train and coach your managers to be effective interviewers. Questions like – “Tell me something about yourself; what are your strengths and weaknesses; and why you are looking for job change” are too general questions to tap the right talent. Prepare a questionnaire on the basis of skills and competencies required in candidates. Interviewers must prepare for the interviews and do their homework in advance.
Simplified, Superior and Scalable Processes – If a candidate is available in the job market, it means he is an active job seeker. He will join the organization that will first give him the job offer. He will not wait for your recruitment process to get completed before taking a decision, therefore, shorten the recruitment process. Complete all rounds of interviews, including assignments and assessments, if any, in a single day. Wherever possible, take panel interviews instead of rounds of interviews. In one-to-one interviews, candidates often get rejected on the whims and fancies of interviewers, which is another reason for recommending panel interviews over rounds of one on one interviews. Longer the recruitment process, higher is the probability of candidate getting disengaged and walking out of the process. Any interviewer who has no time to take interviews is not serious about hiring talent, he must not complain about the shortage of talent. We are living in a talent market. We need them more than they need us. In a day, if a manager has TEN tasks to complete and talent acquisition is one of them then that must be his #1 priority.
Benchmarking compensation and benefits – Benchmarking your compensation and benefits with the market is not once in a lifetime or once in a five-year kind of event. Do it yearly. Keep it abreast with the market. Compensation and benefits strategies of the organization play an important role in attracting and hiring good talent. Let’s accept that every talent comes with a price-tag. Check your budget, if you can afford it or not. If your budget for the role does not match the price-tag of talent, then let it go. Do not bargain and hire someone at a premium, if your budget doesn’t allow. When you bargain, you might get a new person on board but you will lose several other employees, dissatisfied due to an imbalance in internal equity. On the contrary, if you are hiring someone at a lower rate than your budget, you are preparing for certain first-year attrition. Strictly remain in the FOUR walls of your budget.
Workforce Planning – Long ago I read, “Failing to plan is planning to fail” and “One hour of planning save 10 hours in execution”. However, in reality, planning is one among the most underused management tools. Workforce or Manpower planning is one such “annual event”, which does not get as much time and importance as it must get. Leadership teams often cover-up their failures to prepare an effective workforce plan with phrases like – unsure business, economic uncertainty, volatile marketplace, system complexity, to list a few. Nonetheless, the reality is, an efficient plan usually takes care of every uncertainty, volatility and complexity. When you don’t plan for your future manpower requirements then midway through the year you end up with a shortage of budget, and open positions that are not approved. Planning is a skill that can be learned. Train your managers to be good planners.
Friendly Interview Schedules – Talent you are seeking to bring to your organization is working elsewhere unless you are looking for fresh graduates. Good candidates are unlikely to attend interviews on working days. Hiring Managers must schedule their interviews as per the availability of talent not as per their own convenience. Remember, you need them more than they need you. We are in a talent market. Screening interviews over phone calls, preliminary interviews through SKYPE, LYNC or other available video technologies are highly recommended. Unless you are willing to complete all rounds of interviews in a single day, for a higher turnout of candidates, it is recommended to schedule interviews on weekends or on holidays. In the past, I have successfully conducted early morning and late night interviews.
Create learning organization – Nothing is better than creating your own talent pool to fill in critical roles within the organization. Define competency framework of your organization, identify high-potential and high-performing employees, prepare gap-analysis and fill in the gap through robust leadership development programs and mentoring. Not only will this help in attracting and hiring good talent from the market but also in engaging, motivating and retaining existing employees. No doubt that the compensation and benefits are decisive factors but talented candidates prefer to join organizations that allow them to sharpens their skills, learning new competencies and help in overall development. Prepare talent strategies that encourage certain roles to be filled through internal hiring ONLY.
Continuous Improvement through data analysis – Data capturing is the first step towards analytics and improvement. In the entire process of attracting and hiring talent there are several situations that provide opportunities to capture real-time data, such as frequent reasons for profile and interview rejections, job offer acceptance ratios, first year attrition rate and reasons thereof, rounds of interviews conducted before making a job offer, and reasons for rejecting the offer letter. In his article, “Why You Should Interview People Who Turn down a Job with Your Company”, Ben Dattner has said, “Every company gets rejected by job candidates, and you’re missing a big opportunity if you don’t ask these people why they did it. The next time you get a “No, thank you” call or email, explain that there are no hard feelings and dig deeper for more information.
I hope this article will be of help to you. Share your thoughts.
With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.
As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.
As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.
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