Talent
Group 7
Gopika Radhakrishnan PGP/23/016
Prasanth PGP/23/037
acquisition
group at HCL
Nisarga PGP/23/063
Vaishnav S PGP/23/245
technologies
Solution 1: Talent Management Issues
Talent Acquisition function was aligned to 3 main lines i.e. software, infrastructure, BPO.
250 recruiters worked for the recruitment process.
Each business line focused on campus recruitment, lateral hiring, different geographic regions.
They were isolated from each other.
This created problems such as:
Talent Acquisition and Workforce Management constituted over 70% of the operating costs
Same candidates being interviewed by different departments.
Competing amongst themselves for slots during campus interviews.
Created lot of confusion and wastage of resources.
There was no uniform reporting , no synergy, no exchange of resources, database, resources etc.
None of the teams were at the maturity level to define or measure the performance levers of a talent acquisition
function
There was very little visibility of the business functions at the highest level
Talent Acquisition Structure post-integration
Focused on delivering workforce optimization.
Provide singular view on how talent is deployed and viewed.
It provided information the people available on bench, sliced along lines of skill set , experience levels and
geographic distribution.
This was initiated with intention to improve profitability.
It had the potential to become the largest source for increasing profitability.
Despite these measures there were still limitations in the recruitment process.
Still needed many more drastic changes to increase profitability & improve efficiency of resources
Solution 2: Evaluation of Performance Metrics
A total of 20 Performance Metrics were defined and a TAG rule book was shared with all stakeholders
Recruitment Cycle Time: Recruitment Cycle Time had immense financial implications for HCL. A day saved could help them save
$300
Both Lead Indicators (Sourcing Turnaround Time, Screening Quality and Candidate Aging) and Lag Indicators (Economic Fulfilment,
SLA Fulfilment, Time to on Board etc.) were measured
Source Mix: TAG decided to focus on low cost channel sources (Direct, Social and Job Portals)in order to reduce the recruitment costs
Employee Referrals were given importance as such employees easily adapted to organization culture and gave a sense of motivation and
pride to employees making references
Offer Renege: Another important metric was Offer Renege and this was hampering economic fulfilment and leading to loss of revenue
owing to delayed employee joining.
A Gamification process was introduced to increase engagement levels of incoming hires and help TAG estimate the possibility of offer
renege. This also helped employees get a feel of the organizational culture
Economic Fulfilment: Measuring an employee’s contribution to economic fulfilment gave an objective assessment of the employee in
line with the business objectives of HCL
iTAP Metric
Its was the most relevant metric used by HCL.
It increased their quality of hire.
This metric was a great way for performance assessment by the company.
It was perfectly aligned with the strategic outcomes of the company
POFU Gamification
Recruitment functions use a thumb rule approach using the average renege ratio, to mitigate the risk of
renege by releasing extra offers.
Improving the resource utilization and minimizing the bench strength.
Hence better understanding of the phenomenon became critical.
To support this TAG team needed to accurately identify which individual (skill), experience level, location
and project team was likely to renege.
TAG used analytics from POFU gamification whose design elicited high engagement level from potential
hires.
Eg: first indication of expected renege behavior would arise if the potential hire did not engage in the game
Measures taken TAG - HCL
TAG team at HCL measured quality of hire by using Hirevue applications.
They also recorded the responses to these questions and analyzed them later.
The detailed analysis resulted in improving quality of hire.
They launched MAD LTD campaign.
The program identified and nurtured innovative skills among candidates
Solution 3: Efficiency and Effectiveness of Initiatives
The Gamification process launched to increase employee engagement helped TAG estimate the possibility
of Offer Renege with 90% accuracy
The “Work for Us” App on Facebook launched as part of its targeted advertising to potential candidates led
to more than 8700 job views, 2387 apply clicks(27.4 conversion rates) for 200 jobs posted
The “Make a Difference, Lead the Difference” program had a strong impact building HCL as a preferred
employer brand leading to an 8% increase in students preferring HCL as the employer of choice at Campus
Interviews
