11 12:13 - TimesJobscontent.timesjobs.com/docs/TJNewsletter December 2013.pdf · inaccessible, passive candidates. Nearly 18 per cent employers opined that employing social networking

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TRENDS of recruitment 2013

EXPERTS on various crucial issues

JOBS to wach out for in 2014

11 12:13::

YEAR END EDITIONDECEMBER 2013

www.content.timesjobs.com

Social/professionalnetworking sites According to aTimesJobs.comsurvey, 49 per cent ofsurveyed employers

believe that the key benefit of socialrecruiting is its potential to reach theinaccessible, passive candidates. Nearly 18per cent employers opined that employingsocial networking tools would help themsource and hire potential tech savvycandidates. Faster filling up of keypositions, thereby reducing the recruitmenttime is also considered an important benefitof social recruiting, as pointed out by 16 percent of surveyed employers.

Experts agreed that technology, social toolsand referrals play a very crucial role whileadopting this approach. Social andprofessional networking sites have been ableto attract people, irrespective of theirdomain knowledge, functional expertiseareas and geographical presence. Therehave been a significant rise in number ofcompanies using social recruitingapplications to find and screen applicants, oflate. Around 60-70 per cent new age businessprofessionals are available on these site.Experts believe that talent leaders will needto understand the value of a combination ofinternal and external social mediaapproach. Adapting social media tools tobusiness, coupled with strong analytics willallow a more focused approach thatharnesses the effort of all employees onsocial media.

Employerbranding Employer branding isone of the mostpowerful recruitment

tools available in today’s competitiveenvironment. Essentially, employerbranding communicates and shapes anorganisation’s reputation as an employer.Incorporating branding efforts intorecruitment activities strongly reinforcesthe image and the message that theemployer wants to portray to the potentialcandidate.

The objective of employer branding is quitesimple. It is a strategy employed by anorganisation to create an Employer ValueProposition (EVP) that would convey todesired, current and prospective employeeswhy the organisation is unique, appealingand a fantastic place to work in. It thenbecomes critical to position the organisationin the minds of the target audience to give itevery possible advantage in attractingemployees with superior skills andknowledge - a primary source of competitiveadvantage for any organisation. The war for

talent is here to stay and every companywants to attract and hire the best of talentand to grow it further. Professionals have achoice to opt for multiple companiesaccording to their ability. Employerbranding helps to get an edge oncompetition as far as talent sourcing isconcerned.

SuccessionplanningInternal hiring as wellas internal jobrotations arebecoming key tools foremployee motivationsand help a lot insuccession planningas everyone can beshown a growth path.

This trend has seen growth of 20-30 per centin the industry.

To improve the prospects of its employees tobecome successors, an organisation shouldfocus on building the skills needed, providea strong mentor, be honest in terms of theircareer aspirations and the organisations’ability to meet the same, create domainknowledge and most importantly, createownership and show them the path wherethey can share the success, the limelight andthe wealth. Given today’s criticality (andsome would say paucity) of talent, the rapidgrowth, the burn-out as well as the battle fortalent it is infact completely critical tocreate a leadership pipeline.

MobilerecruitmentMobile devices havebecome morepowerful thancomputers, new agetechnologies are

making mobiles handy and responsive realtime, either in attracting talent, respondingto jobs or video interviews. This is becominga dominant communications andinteraction platform. The ease of accessafforded to users of smartphones and tabletdevices grow immensely day by day. Mobilerecruiting is a dynamic and growingindustry with over 19 per cent job seekersusing mobile devices to search for jobs.

The sudden increase of smart-phones hascreated a massive audience of potential job-seekers to address. Increased engagement ofboth; the employer and the potentialcandidate has eased the recruitmentprocess. Receiving job alerts on smartphones, candidates recording answers towritten questions from their mobile devices,making the job interview as portable as theapplication and the employers accessing theinterviews as and when required- are someof the instant uses that mobile or wiredrecruitment can give.

Gamification Employers today areready to experimentwith their hiringstrategies andgamification seems tobe another innovative

approach in this direction. According to theTimesJobs.com survey results, nearly 25 percent employers use gamification for thepurpose of recruitment. Gamification,which is a process of inculcating games intocorporate processes with the purpose ofusing game design techniques, gamethinking and game mechanics to enhancenon-game contexts, is a new trend that’scatching up amongst corporates in India.Many organisations have inculcated thistechnique into their hiring strategy lately, toensure that new hires come up to speedfaster than before; thereby helping themcontribute to the firm’s productivity andcreativity from the very beginning.

Experts believe that gamification has risenas an effective tool in sifting through talent.It helps one understand a lot about acandidate’s characteristics, their behavior,approach, potential to apply knowledge andproblem solving capability. The techniquesof gamification, use of puzzles andchallenges for locating niche skills, can beused to judge problem solving, quickthinking, time management and many otherleadership-essential qualities that just can’tbe measured with multiple-choice tests. Forthe hiring of the forthcoming tech savvyGen Z people, this technique is a realsuccess.

Campus hiringIndian organisations areinvesting time, energy andmoney to tailor-make campusrecruitment strategies thatfeed their talent pipeline. In asurvey conducted byTimesJobs.com, nearly 70 percent of the organisations

claim to have a comprehensive andingenious campus recruitment program.

Campus hiring has picked up pace, off latelyas employers are placing a lot moreimportance on people who have a passionfor winning, are extremely accountable, cantake quick decisions and plunge intoexecution, are consumer-centric and havethe basic qualities required to build leadersand teams. Campus hires can prove to be thebest fit to the framework of the company,such that they can be successful long-termcontributors to the business andorganisation. Employers also stated thatinterns who are hired through campusplacements make better career decisionsafter spending a fair amount of time(generally two months to one year) with thecompany and hence the success rate and

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www.content.t imesjobs.com

HIRING & BEYOND

Trends

TOP RECRUITMENT TRENDS OF 20131 1

3

Compiled with inputs from Sunil Goel, MD, GlobalHunt, Ashish Garg, director-recruiting, Convergys India, S.Subramaniyam, CEO, Ascent Consulting Services Pvt Ltd, Hema Parikh,

director-HR, Ajuba Solutions, Avi Gopinath, VP-Operations at 99ATS, Ashootosh Chand, director-business development, RIPL (Ricoh Innovations Pvt Ltd., Prashant Bhatnagar,

director-hiring and staffing, SapientNitro India, Srikanth Rengarajan, executive director and president, ManpowerGroup India, Jacob Jacob, CPO, Apollo Hospitals Enterprise Ltd,

Sanjeev Dixit, CPO, Allied Blenders and Distillers



HIRING & BEYOND

Trends

retention is higher. Firms look foryoungsters who show a spark and thepassion and drive to consistently bring outtheir best; they also look at their willingnessto take up big challenges. There are anumber of companies in each of themarkets and limited number ofprofessionals available to cater to the need ofthe markets. Campus hiring has been able tofulfill a major skill gap, where companieshire from the campus and train them as per their need, process, function andtechnologies. This trend has seen consistent growth as it the only way to fuelthe talent pipeline of the industry,consistently.

EmployeeengagementCorporates facesthe cut throatcompetition inevery segment;employees are anasset and the key

contributors in business. Older theemployee, greater the value proposition forboth company as well as individual, as theyunderstand each other better. Therefore,employee engagement is becoming longterm business proposition for both employeeand employer.

As a move towards improving employeeretention, companies are finding newer andinnovative ways of engaging with theemployees – one leading example isengaging employees with corporate socialresponsibility (CSR). With efficientemployee-engagement tools, employees arefound to be more energised and productiveat work.

The CSR engagement tool is a great way tomake the employees realise that thecompany cares about the workers’ generalinterests and social commitment as well. Asa part of the CSR engagement activity,organisations partner with NGOs and allowtheir own workforce to work closely withthese NGOs. Keeping the employee’s interestin mind, they are then assigned skills basedprojects.

Organisations also engage employees withtechnology. When it comes to engagingemployees, technology can be used in threeways: to improve productivity, to improvecollaboration and to motivate employees.Employees are engaged at different levels ineach of these three ways. Employees, whoare technologically engaged with anorganisation, tend to better believe in thevision, and are strategically aligned with theorganisation. Once there is a betteralignment, they tend to be more innovative,more forthcoming to solve problems andmore customer-focused. They are also morewilling to learn and take criticism in a

positive way. A more motivated workforcemeans lesser employee turnover asemployees are willing to stay with the firmlonger.

Employeereferrals Employee referral isone of the mosttrusted talent sourcingmethods, as throughreferrals one cangauge the individual

beyond the resume and assess the workingstyle of the person. This is also one of theleast time consuming and cost-effectiveprocess. Existing reference of contact, bothfor the potential employee and the employer,creates a sense of orientation.

Employee referrals have the highestapplicant to hire conversion rate. Thereferral hires tend to understand betterabout their role and accelerate theirperformance at a quicker rate; due to priorunderstanding about the background of thecompany and its culture. A well-designedreferral program produces high retentionrate. New hires through referrals that arebetter fit may require less onboarding time,less training, and they may reach requiredproductivity levels faster because they areinstantly a better fit with the team.

Crowdsourcing A TimesJobs.comsurvey revealed thatnearly 57 per cent ofthe surveyedemployers usecrowdsourcing for

recruitment purpose. Much has been saidabout many being smarter than a few. Thewisdom of the crowd or crowdsourcing,gives precedence to the collective wisdom ofa group of people over a single expert.Though not a new concept, it has recentlygained momentum as a very efficientrecruitment tool in the new age recruitmentmodel Recruitment 4.0, which emphasises ontechnology and networking advancements.Crowdsourcing enables a company to postan issue to an assorted group, who thencontribute suggestions and ideas on theconcerned matter.

According to organisations that have usedcrowdsourcing for one or the other HRfunction, more than 60 per cent have beenhighly satisfied with the results. Among keybenefits, over 60 per cent of the surveyedemployers count efficiency and cost-effectiveness as the biggest benefit ofcrowdsourcing. It is also one of the ways todo bulk hiring when the company has tofulfill certain positions within certaintimeline. It is very successful model in IT,Banking, Retail and services industries, atjunior level hire. Further, with more and

more people switching to freelancing,crowdsourcing will become an integral partof human resource for talent acquisitionand engagement.

Applicationtrackingsystem Searching the rightcandidates from asea of applicants is

not an easy task. Modern ATSs have beenable to address this problem to a great extentthrough name, skill or candidate datasearch. Recent enhancement to 99ATS, anapllication tracking system allows users tosearch with any name or words mentionedanywhere on the candidates’ resume.Nowadays, applicant tracking systems alsomake it possible to track candidates’progress in the hiring process. Apart fromthis, easy tracking also allows you thefreedom to plan your work ahead dependingon the real-time or future availability ofprospective employees or contract workers.

Perhaps, one of the biggest advantages ofATS is that you can have 24x7 access to acentralised database of candidates whichyou can share with your key managementpersonnel. This not only enhances thequality of hire, but gives it speed as well.There are a large number of ATS used bycompanies and recruiting agencies based ontheir own processes. Many of the ATS’senable the recruiting agencies andcompanies to come on one platform and lotof manual interventions has been cut down.

Big data Big data is the processwhere companies arecultivatinginformation fromvarious sources andcompiles this as a data

bank. Based on the assessment of this dataand recommendations organisations areable to get the best of available talent fromthe market.

The predictive power of big data, whenapplied to human behavior is set torevolutionise how business operates. Bigdata analytics can be one of the majordifferentiators’ of progressive HRorganisations from the ones that are not. Bigdata can predict the behavior of talent witha certain level of accuracy, that allows anorganisation identify a typical profile ofpeople that it should invest in. This methodplays a central role in helping theorganisation identify the talent which is notlikely to succeed in a future leadershipposition. Big data analytics enables acompany to make information moretransparent and usable at a much higherfrequency compared to traditional businessintelligence.

4

‘It’s important to look at the qualityof employment’On delivering skill development solutions…

Skills should be very specific to the market requirements.Organisations should first understand the aspirations ofpeople and what the actual job availabilities are like.Matching this is the key to the whole process. For example– aspirations of people in one particular state are not to doone specific job, so there is no point in pushing those skillsin those communities. That’s the operative philosophybehind which skills development should happen. There isalso a necessity to combine light skills along with workskills in the organisations.

On the Indian education system…

In India, though the societies have evolved, educationsystem has still not. Education has not dramaticallytransformed itself based on the societal changes. Cognitivedevelopment amongst students has happened but there isno skills development – due to which companies find thesepeople unemployable and even if they employ there’s ahuge training requirement. Along with the educationsystem, there is a socio-economic system which needs towork in the process of skill development.

On employment and skill development…

The expectation of getting employed has set in among theunemployed youth due to the training. This means,transformation at some level has already startedhappening. While employment is a challenge, attrition ratein India is also very high. So on one hand when there’s notraining there is no relevant job opening for an individual –but when you train them the same group of unemployedpeople become very mobile and tend to switch jobs veryeasily – thereby increasing the rate of attrition.It’s not justskills or fulfillment of employment, but it’s also about thequality of employment. For example: those who areemployed in manufacturing segment tend to stick aroundfor a longer period of time as compared to those in theservices sector. This is primarily because the workingcondition in the manufacturing sector is far better thanthat in services sector. While skills are important, workingcondition plays an important role to reduce attrition rate indifferent industries.



HIRING & BEYOND

Expert Speak

Sanjeev Duggal

CEO and director

Centum Learning

‘HR as a domain belongs to thosewith strong conviction and values’On the current job scenario…

Globally, the job market for HR professionals is demandingand competitive. Given the nature of fungible skills in HR,the global demand for HR professionals has by and largeremained unchanged. The profession continues to witnessfair level of inter-sector and international movements. Theexpectations from HR professionals are continuouslyshifting from a traditional ‘personnel function’ to one thatrequires more strategic partnership with business. HRprofessionals with good business acumen are in demand.Beyond functional expertise and experience, what alsomatters is the personal attributes and leadership (brand) ofthe HR professionals.

On technology influx…

The evolution of the profession and role of technologyplaces demands on improved analytical skills andenhanced productivity in HR professionals. The technologyinflux has increased accessibility and visibility of talent.Boundaries are fast eroding and the challenge to engageand retain key talent has steepened. Strategic recruiting,social networking, and employee communications anddevelopment are becoming critical business issues. Talent,in fact, is becoming one of the most important issues on themind of the CEO and senior leaders. Other than functionalexpertise and experience an HR professional mustdemonstrate positivity, leadership, right values, ability tomanage change and employee advocacy.

On future projections…

Job and career growth opportunities for HR professionalscontinue to be bullish, in view of the nature of fungibleskills and the focus that organisations continue to place indeveloping human resources. Focus on raising productivityand creating competitive talent edge for the organisationwill remain the mark of successful HR professionals. HR asa domain belongs to those with strong conviction andvalues. You should choose this function, if you see yourselfas a person who enjoys engaging and enabling individualsand careers. A balanced blend of ‘head and heart’ tosupport business growth could be well serving in thisfunction.

Shailesh Singh

CPO

Max Life Insurance



HIRING & BEYOND

Expert Speak

5

‘Compensation structure will bemore agile & flexible in times ahead’On building a sustainable compensation strategy…

Whatever the season, employees will stay if the work isgood, the environment is challenging and healthy; and therewards are consistent and fair; and they see a jointcommitment to their future in the organisation. Firms thatwant to build a pay-for-performance culture willdifferentiate by performance level; firms that have diverseteams across domains or industries are more decentralisedand expect managers to own their resources; they will givebroad guidelines and let managers decide individualpayouts; so, compensation strategy cannot changeseasonally and needs to support business drivers andstructures. It is useful to have increase structures thatallow you to differentiate increases for merit, for promotionand for market catch-up.

On retention strategies post appraisals…

When we say post-appraisal outcomes, we cover salaryincreases, promotions, role changes, transfers etc. To dealwith dissatisfaction in any of these outcomes, you muststart along with the appraisal process itself. We introduceda channel for employees to raise any concerns and I believethe key to why it succeeded was because we launched italong with the appraisal process and at every stage of theprocess, reminded employees to raise concerns, doubts oralerts through that.

On the future of compensation structure…

In the years ahead, as organisations become more agile andflexible, compensation and reward structures will followsuit. For example, I believe we will see structures where anumber of components could be short-term and revisited afew times a year; for example, an employee working on acritical project receives an allowance that lasts as long asthat project does and there is no stigma with itsdiscontinuance at the end of the project. The sense ofentitlement that employees have now will diminish. Also,more organisations will move to communicating a totalcompensation or total rewards picture to employees tomaximise the value from investment and also to ensureemployees understand the full extent of the investment theorganisation is making.

Shubha Kasivisweswaran

HR director

SunGard

‘Emergence of digital media boosteddemand for young professionals’On industry scenario...

All verticals under Media and Entertainment employ alarger number of young professionals directly or indirectly.However, in recent times with the emergence of new mediasuch as digital and sub categories within the vertical, hasresulted in a growing demand for individuals with the rightknowledge skills in this space. The Internet and Mobile areupcoming verticals which are giving employment to manyauxiliaries thereby, making it a bigger employmentgeneration vertical. One of the main attractions of theMedia and Entertainment industry is that it allows you tobe creative. Also, the culture in this industry is open,friendly and not very formal which attracts young talent toexplore opportunities and allows them to practice theircreative ideas at work. The enthusiasm that the youngworkforce carries on their sleeve today matches the vibes ofthe organisations in this industry.

On the skill challenge...

Skills and competencies are the main challenges that anorganisation faces. Organisations under different verticalsin this industry are facing the challenge of hiringcandidates with relevant skills. Some companies are still intheir start-up phase and require a multi-tasking task forcefor building things right from the scratch. Lastly, theremuneration expectation from Media and Entertainmentis perceived to be very high which also leads to a mismatchbetween expectation and the actual offer.

On evolution of the M & E industry...

Media and Entertainment is not restricted to media houses,advertising agencies and brands anymore. It has opened upits wings to a whole new vertical like digital which includessocial media, mobile, internet marketing, gaming, etc.Withmetrics becoming an integral part of marketingcampaigns, number crunching and research has alsobecome a big part of the industry. These opportunitiesinvolve different skill sets other than the traditionalcreative and planning opportunities such as technical andoperations. This requirement has seen a trend whereindividuals from IT, engineering, etc. have been able tocontribute to the Media and Entertainment industry.

Arun Mehra

CEO

Talenthouse India



HIRING & BEYOND

Expert Speak

6

‘Group incentive plans are anefficient way to reward employees’On advantages of team-based rewards…

Rewards play an instrumental role in encouraging desiredbehavior in the workplace. It is recognised by companies toattract, retain and motivate employees. These rewards canbe based on the performance of an individual, team or thecompany. Individual incentive payouts encourage healthycompetition but sometimes may also lead to conflictswhereas team based incentives encourage cooperation toachieve shared goals. Collaborative teamwork ensuresmanaging the work with such efficiency that the skills ofindividuals within that team are used most effectively. Itenhances the performance of the overall team. Highachievers put in their best efforts in fear of their teamfalling short of the expected targets while the rest of theteam gives full measure as they don’t want to let the otherteam members down.

On prevalent team-based rewards structures…

The most prevalent team-based rewards are profit sharing,in which employees get a share of corporate profit in formof cash. Gain sharing, in which employees get a percentageof the value of increased productivity which is identifiedin terms of non-financial achievements. Then, goal basedincentives, which are focused on specific goals and rewardsthe team on achieving the goals. And, merit basedincentives, which are given on the basis of performanceregardless of the outcome. Because of the subjectiveapproach of this kind of incentives, it becomes difficult foremployees to assess what kind of efforts would qualifythem for a merit award.

On planning for a team-based reward strategy...

Group incentive plans reward teamwork and cooperation.Successful planning of reward strategy indicates all that isneeded for a company to achieve its goal. The businessleaders set expectations and articulate those expectationsthrough clearly defined goals. Because overallorganisational goals may not apply to all employees, it isimportant to break down broad organisation goals intospecific goals for business unit or even smaller teamsresponsible for a particular job. Effective communication ofthese objectives helps establishing the trust factor.

Nilanjana Som Bhowmick

executive director

Consus Group

‘Workplace flexibility is for overallemployee welfare’On importance of workplace flexibility…

Workplace flexibility is fast becoming the need of the hourin the corporate world and benefits both, the employer andthe employee. An organisation can tailor flexi-hourmodules depending on the functions of a specific divisionto ensure that work does not suffer. In cases where anorganisation has business relations with overseas clients,the difference in time zones needs employees to workdifficult hours. In such cases, with a flexi-hours option, theemployee can work with ease and efficiency. Whereemployees are concerned, the flexi-hours option helps themstrike a good work-life balance. Having said that, flexi-hours can be a successful option only if the organisation isstructured appropriately and KRA’s are clearly defined forall employees. On the other hand, very high levels ofownership, commitment and sense of responsibility areneeded from the employees, especially since they areworking unsupervised.

On associated challenges and solutions…

Workplace flexibility is like a double-edged sword. Thoughit has its benefits, it can lead to a far lower level ofproductivity for the organisation if not implemented andsupported by ancillary processes and SOPs. Three key stepsto ensure that the flexibility option is not misused include:

l Clear deliverables/KRA’s

l Proper review formats and structures

l Pre-defined measurable outputs and expectations

On the scope and significance…

Workplace flexibility strategy aids in the overall employeewelfare scheme. As an organisation, we have to be sensitiveto the employees needs and ensure that they feelaccommodated and cared for. At Gera Developments weoffer flexi-hours, not to attract or retain talent, but keepingin mind the needs of our people. We have a system whichallows employees to come in at half hour slot between 8.30am-10.30 am and depending on when they come in they canleave any time after 5.30 pm and 7.30 pm on a proportionatebasis. This gives them flexibility to manage their personaland professional work more effectively and efficiently.

Rohit Gera

managing director

Gera Developments Pvt Ltd



HIRING & BEYOND

Expert Speak

7

‘The need to hire right candidate forthe right job has never been greater’On reinvention of retention strategies...

In the current economy, most companies are doing theirbest to cut costs to the maximum extent possible. One ofthe ways they typically do this is by resizing the workforce.But this means the organisation now needs to improveproductivity and achieve more with fewer resources andfewer employees. At the same time, employee turnovermakes it necessary for specific hiring activities in business-significant areas to continue. A result of the economicslowdown is also the increased availability of qualifiedpeople. There are many people looking for new workopportunities and (possibly) willing to compromise a bit onaspects such as compensation. This is a golden opportunityfor organisations to hire talent they might not otherwisehave been able to get.

On importance of hiring right talent…

Today, the need for high-performing employees, and forhiring the right candidate for the right job at the rightplace, has never been greater. At the same time, thecombination of analytics and human behavioural insightsgives companies better sourcing capabilities and betterability to predict where their next level of talent is going tocome from. Organisational and employee research acrossthe world has firmly established the fact that placing theright person in the right job creates positive outcomes forthe organisation as well as the individual. Data fromperformance management solutions and surveys can beused to increase efficiencies, engagement and productivity,which will have an impact on the top and bottom line.

On what attracts employees…

Today, work has evolved into something that identifies us.Most people would ideally want to find work that ismeaningful to them, and gives them a sense of purpose, ofgreatness and of making a positive contribution to society.At the same time, they need to be doing something they arepassionate about and which maximizes their skills andkeeps them engaged. Of course none of this is possible ifthey do not earn enough to fulfill their basic needs andprovide for their families. When they have all three—Pay,Passion, Purpose—we say they are fully engaged.

Rudy Karsan

CEO

Smarter Workforce

Kenexa, an IBM company

‘Education is not enough to becomeemployable; skill training is vital’On the missing link …

Management education in India is five decades old. It beganwith IIM Ahmedabad and IIM Calcutta. Now the times havechanged, the generation is different and the aspirationsand dreams are different. The education in general andmanagement education in specific needs to be redesignedkeeping in mind the changing context of the country aswell as the globe. Today’s generation requires more thanemployability education. Skills or knowledge is becomingobsolete faster and faster and in a shorter time span.Management education requires the ability to respond tonewer situations and emerging realities without gettingcaught with techniques of successes. Techniques becomeobsolete as the environment changes. The preparation ofmanagement students ought to be such that they canrespond to the ever transforming environment.

On employability…

No education can be so precise as to create employability.Only skill training can do that. Management education is alot more than skills. Any education can prepare ayoungster with the aptitude and ability, to respond to therequirements of an organisation. The major issue is notemployability. It is the transition from an educationalinstitution to a formal work organisation. The assumptionsof both these institutions and the roles required are verydifferent. If the educational institutions and the workorganisations facilitate this transition, the chances are thatthe adjustment of the employees would be much better. Forthis they need a broad based perspective.

On academia and students’ wish list…

The students are looking for a space and an opportunity toprove themselves. In the name of being prepared, and inthe name of academic achievements their path way forbetter life, they have experienced very little space to be partof larger spaces. They are ready to perform and takeresponsibilities. If they are held back in the name of onlylimited roles and narrow spaces with limited or noaccountability, they will lose interest and involvement. Onesuch thing which organisations can do is to engage themwith responsibilities and accountability.

Dr Indira J Parikh

founder president

FLAME



HIRING & BEYOND

Expert Speak

8

‘Candidates in digital marketinganalytics will be in demand in 2014’On various opportunities and challenges…

E-commerce is the new buzzword these days. There arevarious lucrative career options in the areas of SEM, SEO,social media advertising, display advertising and affiliatemarketing that are dominant in the space. Internetmarketing is a relatively new field and hence there is a lack of experienced talent available in the industry. Most of them are freshers. So, the challenge lies in sourcingpeople possessing both technical and soft skills. It isdifficult to find resources with hands-on experience in thisspace.

On skills and engagement…

In terms of technical skills, they should be extremelyproficient with numbers and have an ability to quantifymarketing metrics, with an analytic bent of mind. On softskills part, they should be selfmotivated as the job tends toget monotonous if they are not involved in tracking resultsand modifying strategy in real time. It is very important tomake an employee feel a part of the business. We try toboost our employee’s morale by acknowledging their workand celebrating their achievements within the team. Weentertain their suggestions and allow them to influencebusiness strategies and align marketing strategies on adaily basis. On employee engagement, we try to engage ouremployees in our business. It is very important to make anemployee feel a part of the business. We try to boost ouremployee’s morale by acknowledging their work andcelebrating their achievements within the team. We areopen to let our employees to put-forth innovative ideas forthe enhancement of business.

On job outlook for 2014…

Many organisations today have a common team for onlineand offline marketing. In future, one would see onlinemarketing becoming a distinct department. An increase indemand for social brand managers and candidates withexperience in digital marketing analytics can be expectednext year; as they are very critical for business. Amongmajor job hubs, Bangalore and Delhi will top the list purelydue to the mushroom growth of a number of e-commercestart ups in these cities.

Gaurav Singh Kushwaha

CEO and founder

BlueStone.com

‘F&B sector offers a wide range ofopportunities’On 2013 experience…

Overall, it has been a reasonably good year. We have openeda large number of restaurants across brands- Pizza Hut,KFC, Costa Coffee & Vaango – and expanded presenceacross geographies. Same applies to our competitors. Thisclearly suggests that it has been business as usual, at leastfor the strong, iconic players. The growing trend of eatingout has shown no serious signs of slowing down. People areventuring out of their dining tables; and they are lookingfor eating experiences at affordable but qualitydestinations.

On opportunities and challenges…

F&B sector offers a wide range of opportunities at both thefront-end and back-end functions. There has always been agreat demand in customer-facing jobs (which typically seesa great churn), as it is at the heart of the food retailbusiness. Today, the opportunities stretch beyond the risingconsumer demand and expectation is driving newinnovation in product offerings (eg. 24X7 home delivery)and formats, apart from growing entrepreneurship in thesector. Among key challenges, lack of trained staff, everincreasing costs and high attrition are some of the hugechallenges for the F & B industry. F&B is primarily acustomer-facing industry and therefore by design it is alabor intensive industry. Attrition rate is among thehighest in F&B sector, owing to fierce competition and lackof right mindset to stick to wicket and build career.

On skills gap…

Availability of trained staff is a huge challenge. There arehardly any training institutes that prepare their studentsto interact, serve and delight customers with world classproducts with world class service standards. Though, F&Bplayers, like us, do impart long and continuous training toentrants, yet we are challenged by basic mindset ofaspirants for entry-level jobs in F&B sector. Moreover, eventhe hotel management and F&B Institutes (a majority ofthem) are at least 20 years behind in terms of theircurriculum and training provided to their students. Thereis an urgent need to overhaul and update the syllabi andtraining modules to make it relevant to current times.

Dr Virendra P Singh

executive director-HR

& Chief Pupil, RJ Corp

9

‘A fun way of hiring helps understanda job seeker better’On creativity in hiring…

Creativity helps in fresh flow of ideas, in line with thelatest trends. It helps innovate and makes people think outof the box. While hiring, we look for a person who canthink out of the box, develop fresh ideas and refresh thebrand’s image in the bargain. ‘The Candidate’ opened upHeineken’s world to outsiders. It gave insight to Heineken’srole as an employer brand and demonstrated why Heinekenstands out from the rest. The campaign had the intention ofhiring a creative person through an engaging process(rather than the standard one-on-ones) where the job-seekercould act on real-time situations and come up with out ofthe box ideas. The resourcefulness and spontaneity ofyoung job-seekers was instantly instigated and it paid off. Itis a good practice but it surely has to be in lines with thebrand’s messaging, imagery and the campaign has to beinteresting and engaging enough to attract job-seekers.

On advantages of hiring creatively…

A fun way of hiring helps break the ice and understand ajob seeker better; especially with regards to his/herspontaneity and wit. Through ‘The Candidate’ campaignHeineken inspired young job-seekers to think beyondtraditional qualifications and encouraged them to beresourceful, innovative, and inventive and stand out inorder to fulfill their dreams. Also, considering that theprocess has the potential to be an engaging one, there istremendous opportunity to generate lot of buzz through thecampaign. That is what we did for this campaign where weused the social media platform and created noise aroundthe hiring process itself. The video of the campaign createda lot of buzz.

On consideration while employing creative hiring…

It is important to recognise the power of digital and socialmedia as it holds great potential in unearthing talents,especially for a country like India which has the mostnumber of active users on Facebook. ‘The Candidate’campaign was primarily run on the digital medium and wesaw a lot of buzz generated through it. Engagement,innovation and sticking to core brand values are the keyfactors that should be kept in mind.

Samar Singh Sheikhawa

Senior VP-Marketing

United Breweries Ltd

‘Specialised courses needed toincrease employability’On current demand for market researchprofessionals…

Market research is a field that has been around since thestart of businesses; as people asked around about thevalidity of their idea, research was conducted. Today, thishas become more formal. According to availablegovernment statistics the demand for market researchprofessionals is expected to grow by 20 per cent every yearin India. However, when entering the market researchindustry one must understand that opportunities worthhundreds of crores get decided on based on the marketresearch and everything depends on the quality of outputand fieldwork personnel. When entering this field, onemust fully be aware that if one makes quality thecornerstone of one’s career in market research, then theperson will definitely have a successful career in this field.

On current compensation structure…

In this field, there are market research companies IMRB,Syndicated Research and Report publishers like TRA andthere are research suppliers and the demand is in all theareas. The entry point compensation varies for differentpositions – fieldwork executives earn upto Rs10,000 permonth, entry level research executives earn upto Rs 15,000per month. Statistical experts earn upto Rs 25,000 permonth when they start. The field of syndicated research,data mining and report publishing are growing andtherefore are likely to see an upward trend in the future.

On challenges & suggestions…

The biggest need of the industry is to attract good qualitystatistical analysts and IT professionals to fuel theindustry’s new areas of growth. Currently, there are hardlyany good courses that help a professional take a specializeddegree in market research and therefore most professionalslearn on the job. This is a big gap in the entire industry.Apart from having a good domain knowledge, aspiringprofessionals, should keep a focus on quality, for research isthe basis of decisions on big opportunities. If theprofessional compromises on quality, the market potentialof new ideas gets jeopardised.

N Chandramouli

CEO, TRA (formerly known

as Trust Research Advisory)


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Event

‘Employability depends on the right combination oftechnical and soft skills’

In a country like India, wherea young, educated populationis often touted as our

competitive advantage, it’ssurprising to note that there is adearth of talent. Industryexperts claim that only around30-35 per cent graduateengineers are employable intoday’s job market, therefore, thequestion arises how can they bemade employable and, what canacademic institutes do to makethese engineers job ready?

As part of TimesJobs.com’songoing endeavour to bringindustry-academia together on asingle platform and discussskills challenges and solutions,the Mumbai Chapter ofTimesJobs.comConversations inassociation with Job Caféfocused on Engineering HRConnect: The Road Ahead forEngineers in 2013-14.

Experts in the panel includedNandita Gurjar, senior vicepresident and head, Educationand Research, Infosys; RahulTaneja, senior vice presidentand head Corporate HR, EssarGroup; Dr. Chandra MauliDwivedi, president and globalhead – corporate HR and CSRDatamatics Global ServicesGroup; Anil Verma, executivedirector – HR, personnel andadmin, Godrej & Boyce;Sudhanshu Pandit, vicepresident HR, Symantec;Mohammad Mansoor Hussain,head talent acquisition, PhilipsIndia; Nivedita Gupta, managingdirector, Job Café.

The session started withpanellists discussing their

recruitment challenges. Talkingabout some of the commonchallenges while hiring freshengineering graduates, NanditaGurjar, senior vice presidentand head Education andResearch, Infosys, said, “Whenwe go to different colleges tohire, we observe thatuniversities focus only on theoryand not so much on application.While students learn thoseconcepts, they learn it at a moresuperficial level – which poses abig challenge when they aretaken on board.” While some ofthe challenges are ongoing, forothers the industry has foundsolutions. Gurjar continued, todeal with these challengesInfosys not only trains newrecruits for two to three months,but also trains over three lakhteachers in their CampusConnect Programme – whereteachers gain six months oftraining and are expected to getback to their respectiveinstitutes and pass it on to theengineering graduates.

While most of the speakersspoke about training and itsbenefits, some also spoke aboutthe candidates’ lack ofcommitment and attitude tolearning being a greaterchallenge. Commenting on this,Anil Verma, executive directorHR, personnel and admin,Godrej & Boyce, said, “Today’sengineering students need tounderstand that a lot of learningcomes from the shop floor, sothey need to be willing to gettheir hands dirty right from thebeginning; they also need tohave some level of commitment

and not just make a company apit stop before they findsomething better. The kind oftime and effort that goes behindtraining, de-learning and thelearning process is huge.”

Discussing if the skill mismatchmeans that recruiters need torevisit the selection process,panellists pointed out that thisstarts with setting theexpectation of the student right.

The speakers also added thatthey don’t always hirecandidates based on theirindividual college marks, butthey are assessed based on thecompany’s internal assessmentscores as well.

The selection process and thehiring criteria both differ fromorganisation to organisation,according to experts. Whilesome organisations give locationor college grading firstpreference, others look atcommitment, value fit andattitude. “We have selected 10engineering schools with whomwe work very closely. We go andtalk about what we are doing,offer internships, offer studentsto come to our factory campus –this excites the students andhelp them evaluate their skillsand understand what thecompany is offering,” saidVerma. Nivedita Gupta, MD, JobCafé, advised, “It's better for thestudent to understand what theindustry needs instead of anindividual company. Studentsneed to raise their competencybar according to industryrequirements and not on onecompany's requirement."

On industry-academiapartnerships, the panellistsagreed that this has come a longway and there are some goodexamples of training tie-ups thatare working well – industry helpin improving researchinfrastructure and regularworkshops on campus beingsome such examples. Dr.Chandra Mauli Dwivedi,president and global head,corporate HR and CSRDatamatics Global ServicesGroup said, "Once you visit thecampus and tell them clearlywhat you want, they are veryopen to train students accordingto industry needs. When we askthe colleges to incorporatetraining modules they are alsovery open to that. "

After discussing challenges andselection, the panellistsdiscussed if the skill setexpected from engineeringgraduates has changed and ifstudents are caught in thistransition? Does the industryarticulate what they want?Taneja explained, “The kind ofengineering hiring today isdifferent – earlier jobs neededphysical effort, but everything isautomated now. We require moreof electrical engineers and lessof instrumentation engineers.For some jobs we go to diplomaschools and for others we go toengineering schools. Whichmeans we have starteddifferentiating today – and that’swhat is required.”

Panellists agreed that despitethe recruitment challenges, it’simportant to note that industryand academic institutes need towork closely with students notjust during the recruitment, butthroughout their time in college.Only a particular gradingsystem or adequate skills orgood working attitude will notmake someone employable. Ithas to be a combination of all ofthe above.

Also, till the time organisationsarticulate their skillrequirements effectively andcolleges upgrade their industryknowledge, it will be impossibleto find employable engineeringgraduates.

TimesJobs.com Conversations, Mumbai Chapter

Creation of jobs in focus in New StateIndustrial Policy

After a delay of one year, the Maharashtra government onWednesday cleared the new industrial policy which promises newinvestments of over Rs 5 lakh crore in the next five years and hopesto create 20 lakh jobs. The main focus of this policy will be to attractinvestments that would generate higher levels of employment, saidpeople familiar with the development.

Yahoo CEO Marissa Mayer abolisheswork-at-home policy

Since Marissa Mayer became chief executive of Yahoo, she has beenworking hard to get the Internet pioneer off its deathbed and makeit an innovator once again. She started with free food and newsmartphones for every employee, borrowing from the playbookofGoogle, her employer until last year. Now, though,Yahoo has madea surprise move: abolishing its work-at-home policy and orderingeveryone to work in theoffice.

Budget 2013: Skill developmentprogrammes to fetch monetary reward

Acquiring necessary skills will not only help a candidate gainemployment but also fetch Rs 10,000 as a monetary reward onpassing the training programmes formulated by National SkillDevelopment Corporation.The nobel move is aimed at encouragingthe youth to voluntarily join skill development programmes,Finance Minister P Chidambaram said while presenting the 2013-14Union Budget. According to the proposal, the candidates have toappear a test conducted by authorised certification bodies at the endof the training.

RBI offers its officers flexible worktimings

Not everyone endorses Marissa Mayer’s stand against working fromhome. The Yahoo CEO recently called employees working fromhome back to office, startling many a proponent of flexi-work/timepolicies. Back home in India, while many companies and banks inthe private sector already follow flexi-time policy, which also servesas a retention tool, the practice has found a key taker in a veryimportant institute of the country — the Reserve Bank ofIndia(RBI).

Yahoo expands paid maternity, paternitybenefits

Yahoo Inc has increased the amount of paid leave new parents cantake, bringing the Internet company closer to the policies of some ofits Silicon Valley peers from which it hopes to lure engineers.Thenew policy marks the latest move by Chief Executive MarissaMayer, who had her first child two months after taking over in July,to revamp the struggling Internet company. The 37-year oldexecutive has been under a public spotlight that has placed her atthe center of a growing debate about gender equality in theworkplace.

Government sets-up autonomous bodyfor skills development

The government today said it has constituted the National SkillDevelopment Agency to ensure that disadvantaged groups are ableto bridge gaps in their skilling needs.The NSDA will subsume thePrime Minister’s National Council on Skill Development ( PMNCSD) and the National Skill Development Coordination Board(NSDCB), said an official statement. It will coordinate andharmonise the skill development efforts of the central governmentand the private sector to achieve the skilling targets of the 12th Planand beyond, the statement added.

Government targets 10 mn more jobs intextiles sector by 2017

The government has set a target of creating 10 million jobs in thetextiles sector during the 12th Five Year Plan (2012-17), TextilesMinister K Sambasiva Rao today said.The minister shared thisinformation with the textiles industry in Karnataka, while holdingdiscussions on a number of issues related to TechnologyUpgradation Fund Scheme (TUFS), cotton availability and prices,problems of silk powerloom weavers and issue of labour shortage,according to an official release.

Reliance General to hire over 4,000 retailagents in FY14

Private insurer Reliance General Insurance ( RGI) said it isplanning to hire over 4,000 retails agents as part of its strategy toboost business and growth.“Our retail agent base has helped usachieve a significant turnaround in performance and we willcontinue to add more agents to increase profitability,” RelianceGeneral Insurance Chief Executive Officer Rakesh Jain said in arelease issued here.

In a first, govt to recruit interns forresearch

Government is the first time looking to recruit interns and researchscholars to study issues relating to anti-corruption law, punishmentto government employees for unethical behavior and exit policiesfor inefficient public servants among others.The Department ofPersonnel and Training (DoPT) has called for applications fromeligible candidates who could be attached within the departmentand supplement the process of analysis through desirable empiricalcollection and collation of in-house and other information.

TCS plans to hire 5,000 employees morethan initial target

Buoyed by a strong demand for outsourcing services, the country’slargest software exporter Tata Consultancy Services (TCS) todaysaid it would hire 5,000 people more than its initial target of 45,000this fiscal.“We said, at the beginning of the year, that we will bedoing 45,000 gross for FY’14. Given the way we have been growingand looking at the demand, we are increasing that from 45,000 to50,000 in this year,” TCS Global Head for Human Resources AjoyMukherjee told reporters here.

India Inc may give a 11% raise in 2014,says Towers Watson study

In 2014, India Inc may roll out a salary increase of 11%, whilesalaries across Asia Pacific are set to grow by 7% on an average. The‘APAC Salary Budget Planning’ states a report by TowersWatson.The study also stated that taking inflation into account,China and Vietnam at 4.9% lead the way, while Japan at 0.5% andIndia at 2% are among countries offering the smallest raises. Thereport also reveals that companies are finding it tougher to find andretain suitably skilled employees.

High-profile companies clinch multipleplacements at IITs

Post-midnight developments at the premier IIT-Bombay campus,early on Monday, left several students thrilled. High-profilecompanies not just offered seriously high pay packets, they alsowent in for bulk hires on campus.A similar situation played out atother IITs in the country as well on the first two days of placements.Samsung Korea, for one, hired around 14 candidates from IIT-B-thehighest so far. Google picked up around 10 students.Google hiredthree students for its California office and seven for India.

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HIRING & BEYOND

2013 NEWS ROUND-UP

(Source: The Times of India & The Economic Times)

JANUARY

FEBRUARY

MARCH

APRIL

MAY

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

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Intellect

Gutted by gut instinct Some might choose to go purely by gutinstinct; others will base their decision onthe recommendations of family and friends.That can prove to be so very right ordisastrously wrong as one small localengineering firm discovered to its dismay. Ithad hired a manager who was highlyrecommended and who supposedly hadchalked up quite an impressive resumeworking with multinational companies asfar as UK and Singapore.

The new manager, in the first three months,behaved so arrogantly and antagonised thelower rung staff, they refused to work withhim and chaos ensued. The company wasforced to terminate him only to discoverthat he had obtained the e-mail contacts ofall their clients and associates which heused to exact revenge.

He e-mailed allegations against the companyto their clients and threatened to cause evenmore malicious damage to the company’sreputation, unless they paid for his silence!The company had to hire a lawyer to blockfurther action by the ex-employee.

Life and death decision Such horror hires may be more commonthan you think. Justin Kan one of thefounders of web calendar start-up Kiko whosold it off for US$250,000 last year on eBaywrites in his blog that, “Picking the rightpeople is life and death for your company.

“We hired two people for Kiko. One of them(Rich White, our interface designer) wasawesome; everything I could have asked forand more: selfmotivated, entrepreneurial,competent, hard working, and very smart.However, one of our hires turned out to be ahuge mistake. If you have any reservationsabout someone at the outset, you shouldprobably not hire them.”

Multinational companies and SMEs willfind it tough to just shrug off a bad hire, notleast because too many unproductive hourswould have been chalked up and the amountof money spent on that individual wouldhave been a sheer waste.

So the HR personnel must now be morevigilant in ensuring that such ‘corporateterrorists’ are kept at bay but the questionhow should one go about selecting the right

person for the job especially when gutinstinct alone won’t suffice? Simple – put inmore effort at the preliminary stage to cullthe good from the bad.

Competency assessment Competency assessment focuses onassessing the total eligibility and suitabilityof the candidate for the tasks he’s expectedto accomplish.

Competency based interviews are a targetedyet highly flexible way to sift through thesea of potential candidates and zero in onjust that right person that can add truevalue to the company.

The candidate is assessed in two key areas –eligibility or technical competency andsuitability or behavioural competency. Theformer touches on the issue of whether ornot the candidate can conduct the necessarytechnical responsibilities given to him andin the latter, he is tested on whether he canbe an effective performer for the tasks at

hand. What’s needed is to get the‘innerview’- the indepth, inside view of thecandidate’s capabilities and abilities –rather than the traditional ‘interview’shallow assessment of his presumed paperskills.

One great strategy is to craft a written or anonline test where the candidate is presentedwith a real-life crisis scenario and whatwould be his likely response be in such anenvironment? While it’s true that morecompanies are turning to personality profiletests to resolve these two issues, one mustremember that personality profile testing ismerely one of several job assessmentmethodologies that one can administerwhen interviewing new hires. The goodnews for many a harried CEO or HRpersonnel today, is that one need notreinvent the wheel where competency basedtesting is concerned, there are experts inother countries that have already set the ballrolling and fine tuned the entire process sothat getting the right person for the right jobon-board is no longer a headache.

Harrison Assessments HA’s Paradox Theory predicates thatperformance and enjoyment are closelylinked, because when one enjoys doingsomething in particular, one tends to do itmore willingly and often.

This in turn makes one very competent inthat task and thereby makes one an effectiveexponent of that particular job. Workerswho have a great time doing whatever it isthat captivates them, will be effectiveperformers and ultimately add to thecompany’s success rate!

The key is to find what turns on a particularworker and provide an environment wherethis is readily found and you’ll have a recipefor employee success for sure!

All these may appear to be rather tiresomefor a HR or CEO used to gut feel when itcomes to the hiring and firing process but inthe wake of such horror hires as mentionedabove, it truly does pay to use proven andwell researched methodologies, if only tofind the jewels in the employmentmarketplace. Remember, if you choose torely on your gut instincts as before, just beprepared to be gutted by your next horrorhire!

ELIMINATING HORROR HIRESIf you think job interviews are nail bitingly painful affairs, imagine what it’s like for a Human Resourcemanager who has to screen through all the job applications, narrow down the best and then conduct eachand every interview himself while his other tasks keep piling up on his desk! Once the interview is over, thejob applicant just has to wait patiently for the call that may or may not eventually come. The HR manager onthe other hand, has the task of deciding who the best among the many hopefuls is. He picks the right oneand the (company profits), the wrong one and this horror hire is a blemish to his name. So how does onepick the person that is exactly the right fit for the job? And how sure are you that that person who ‘aced’ thewritten test will actually pass with flying colours on the work floor itself, say a year down the road?

Kevin Tan, MMIM

Kevin Tan is the Principal Consultant ofOmni View Consultancy whichspecialises in offering HarrisonAssessments, leading edge profileinterpretation and job fit assessmenttesting to companies that want to hirethe best. Omni View is the MasterDistributor of HA in Malaysia.

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HIRING & BEYOND

As the curtain closes on 2013, TimesJobs.com Research carried out an extensive study, involving several top consulting firmsacross India, to zero in on the top 13 jobs that will be in demand in 2014. According to the study, management professionalsturned out to be the most in-demand job in 2014, with an average starting salary of Rs 6-10 lakhs. Social media experts willalso be greatly in demand next year. Research & Development professionals will be another most sought-after professionalsin 2014. The starting salary offered to them will be in the Rs 5-6 lakhs bracket.

(Source: TimesJobs.com Research with inputs from Satya D Sinha, CEO, Mancer Consulting, Srikanth Rengarajan, executive director & president, ManpowerGroup India,

RP Yadav, chairman & MD, Genius Consulting Ltd, Asim Handa, CEO, Gi Group India, Jacob Jacob, CPO, Apollo Hospitals Enterprise Ltd)

Disclaimer: Information provided in this newsletter shall not be reproduced, published, re-sold or otherwise distributed inany medium without the prior written permission of TimesJobs.com and a clear acknowledgement to TimesJobs.com.Contact: TJinsite, TimesJobs.com, Plot No 6, Sector 16A, Film City, Noida. Write in to [email protected]

Copyright ©2013 Times Business Solutions Limited. All rights reserved.



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Editorial: E Jayashree Kurup, Girish Bindal, Neha Sharma, Apeksha Kaushik, Neha Singh Verma, Rahul Raj, Srilagna Saha | Design: Harsha Khattar

As another year passes by…We would like to thank all our beloved readers for their constant support and motivation that hasinspired us to reach this far.

As we bid adieu to 2013 and welcome 2014, we bring to you the best of this year and trends to watchout for in the new year.

In the words of Steve Jobs, “You can't connect the dots looking forward; you can only connect themlooking backwards. So you have to trust that the dots will somehow connect in your future.” Thisspecial year end issue is a blueprint of the best of recruitment in 2013 that we would like to carryforward in the future. With this issue, we strived to focus on how and why these trends and conceptshave originated and evolved and the ways in which they affect the HR and recruitment ecosystem, inspecific.

TJinsite promises the HR and recruitment fraternity quality and relevant content for many moreyears. Wishing all our readers a very happy and prosperous new year!

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Documents

11 12:13 - TimesJobscontent.timesjobs.com/docs/TJNewsletter December 2013.pdf · inaccessible, passive candidates. Nearly 18 per cent employers opined that employing social networking