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    Talent Acquisition Talent Retention

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    kamdica
    This document provides an overview of the ETA ASCON Group and its approach to talent acquisition and retention. Some key points: - ETA ASCON is a leading conglomerate established in 1973 with over 45,000 employees spread across 28 countries. - It takes a holistic approach to talent management covering the full cycle from acquisition to retention. This includes sourcing talent, development programs, performance management, and engaging employees. - Talent retention is focused on building a strong workplace through clear expectations, resources, recognition, learning opportunities, and ensuring managers nurture their teams. - The company also invests in skill development programs and higher education sponsorships to create and retain talent over the long

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    Talent Acquisition Talent Retention

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    kamdica
    4K views28 pages
    This document provides an overview of the ETA ASCON Group and its approach to talent acquisition and retention. Some key points: - ETA ASCON is a leading conglomerate established in 1973 with over 45,000 employees spread across 28 countries. - It takes a holistic approach to talent management covering the full cycle from acquisition to retention. This includes sourcing talent, development programs, performance management, and engaging employees. - Talent retention is focused on building a strong workplace through clear expectations, resources, recognition, learning opportunities, and ensuring managers nurture their teams. - The company also invests in skill development programs and higher education sponsorships to create and retain talent over the long

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    Talent Acquisition Talent Retention ppt. visit hrmba.blogspot.com for more

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    This document provides an overview of the ETA ASCON Group and its approach to talent acquisition and retention. Some key points: - ETA ASCON is a leading conglomerate established in 1973 with over 45,000 employees spread across 28 countries. - It takes a holistic approach to talent management covering the full cycle from acquisition to retention. This includes sourcing talent, development programs, performance management, and engaging employees. - Talent retention is focused on building a strong workplace through clear expectations, resources, recognition, learning opportunities, and ensuring managers nurture their teams. - The company also invests in skill development programs and higher education sponsorships to create and retain talent over the long

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    4K views28 pages

    Talent Acquisition Talent Retention

    Uploaded by

    kamdica
    This document provides an overview of the ETA ASCON Group and its approach to talent acquisition and retention. Some key points: - ETA ASCON is a leading conglomerate established in 1973 with over 45,000 employees spread across 28 countries. - It takes a holistic approach to talent management covering the full cycle from acquisition to retention. This includes sourcing talent, development programs, performance management, and engaging employees. - Talent retention is focused on building a strong workplace through clear expectations, resources, recognition, learning opportunities, and ensuring managers nurture their teams. - The company also invests in skill development programs and higher education sponsorships to create and retain talent over the long

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 28
    At a glance
    Powered by AI
    The key takeaways are that ETA ASCON Group is a leading conglomerate based in UAE with diversified business interests and over 45,000 employees globally. It has various divisions for talent acquisition, development and retention.

    ETA ASCON Group has diversified business interests across trading, shipping, retail & distribution, engineering & construction, maintenance & service, and leisure. It also has interests in manufacturing & assembling.

    Some of the talent sourcing methods used by ETA ASCON include employee referrals, campus visits, networking, and on the job training. It also has a captive placement organization.

    TALENT ACQUISITION

    &
    RETENTION

    ETA ASCON Experience

    Visit hrmba.blogspot.com for more


    WEST ASIA EXPORTS & IMPORTS LTD., Chennai
    (Subsidiary of ETA ASCON Group)

    Human Resource Management Trading & Shipping


    Division Division
     Established in 1986
     Captive Placement Division
     From sourcing to travel abroad
     Regional offices in Chennai,
    Mumbai, Delhi, Trichy & Ramnad
     Annual sourcing exceeding 10,000
    employees
    ETA ASCON Group

     Leading conglomerate in UAE


     Established in 1973
     Headquarters in Dubai
     45,000 employees
     Spread across 28 countries
     Annual Turnover exceeds US$ 4 billion
    Diversified Business Interests

    TRADING ENGINEERING &


    CONSTRUCTION
    • Dry Bulk Cargo
    • Electro-mechanical
    • Paper for Recycling Systems
    MANUFACTURING &
    • Agro Commodities • Power Distribution &
    ASSEMBLING
    Desalination Project
    • Mechanical Engineering &
    SHIPPING Fabrication • Elevators & Escalators

    • Ship owning / Chartering • Joinery & Interior • Civil Engineering

    • Ship Management • LV Panel and Switchgear


    • Cladding MAINTENANCE &
    RETAIL & SERVICE
    DISTRIBUTION
    • Automobile Garage
    • Casual Apparel
    • Jewellery
    LEISURE • Engineering Maintenance

    • Travel / Tourism • Janitorial Maintenance /


    • Consumer Electronic
    Landscaping
    Goods • Amusement Centre
    Spread across 28 countries

    North America: New York, San Asia Pacific:


    Jose (USA)

    South America: Rio de Janeiro, India


    Brazil
    Africa: Colombo – Sri Lanka
    Cairo - Egypt, Khartoum - Sudan. Bangkok – Thailand

    Europe: London, UK Hong Kong

    Moscow, Russia Kuala Lumpur – Malaysia


    Australia:
    Istanbul, Turkey Singapore
    Melbourne, Australia.
    Dhaka – Bangladesh
    Asia (Central): Baku, Azerbaijan Shanghai – China
    Almaty, Kazakhstan Tokyo – Japan
    Tehran, Iran Jakarta – Indonesia

    GCC (Middle East)


    Dubai, Abu Dhabi, - UAE, Doha – Qatar,
    Kuwait, Jeddah – Saudi Arabia, Muscat –
    Oman, Manama – Bahrain, Amman – Jordan.
    Talent Acquisition

    People are not your most


    valuable asset ……..
    The RIGHT people are

    Jim Collins
    To attract the RIGHT people we
    need to offer them a unique
    Employee Value Proposition
    TALENT
    Realities :

     Educated VS Talented

     Talent is getting scarce

     Demand exceeds supply

     Beg the talent to join, paying painful salary

     Loyalty is portable

     Hire the fire


    THE TALENT – PARADIGM

    Talent Acquisition Talent Development

    Talent Management Talent Retention


    THE TALENT – PARADIGM

    Talent Talent Talent Talent


    Acquisition Development Management Retention

    HR Planning Leadership Performance Employee


    Development Management Engagement

    Audits Capability Rewards & Branding


    Management Recognitions

    Policies Organization Career


    Development Development

    Learning
    TALENT SOURCING

    The ETA ASCON Way


    • Employee’s referrals

    • Hire for the attitude – Train for the skils

    • Campus visits

    • Networking

    • On the job training

    • Captive Placement Organization


    Scarcity of Talent,
    so what!

    Create Talent
    (from ZERO to HERO)
    STAR HR & TRAINING SERVICES PVT. LTD.

    OBJECTIVE:
    Skill development of workforce

    BRANCHES:
    Chennai, Ramnad, Trichy, Hyderabad and
    New Delhi
    WORKMEN
    UNSKILLED SEMI SKILLED

    SEMI SKILLED SKILLED / HIGHLY SKILLED

    ELIGIBILITY TRADE TRAINING VENUE


    DURATION
     

    ELECTRICIAN
    COMPANY’S
    8th STD PLUMBER 3 MONTHS
    TRAINING
    DUCT FABRICATOR
    CENTRE
     

    LIFT TECHNICIAN
    POLYTECHNIC
    10TH STD MAINTENANCE TECHNICIAN 6 MONTHS
    COLLEGES
    A.C. TECHNICIAN

    SUPPORTED BY FIELD TRAINING IN INDIAN OPERATIONS


    SUPERVISORY TRAINING PROGRAMS

    ELIGIBILITY TRAINING DURATION VENUE

    POLYTECHNIC
    +2 FOREMAN TRAINING 18 MONTHS COLLEGES
     

    ENGG.
    DIPLOMA QUANTITY SURVEYING 6 MONTHS ““
    HOLDERS

    SUPERVISORY TRAINING
    ENGINEERING
    B.Sc. (Mechanical, Civil, Elevators, 18 MONTHS
      COLLEGES
    Electrical & Power Projects)
     

    SUPPORTED BY FIELD TRAINING IN INDIAN OPERATIONS


    CUSTOMERIZED TRAINING PROGRAMS
    Support and Managerial:

    ELIGIBILITY TRAINING DURATION VENUE

    STENOGRAPHERS
    DEGREE
    SECRETARIAL PRACTICES 1 YEAR GUILD, CHENNAI.
    HOLDER
     

    DOCUMENT MANAGEMENT
    “ “ 3 MONTHS IIMM, BANGALORE
    SYSTEMS

    “ “ STOREKEEPING PRACTICES 4 MONTHS “ “

    B.COM. ACCOUNTING PRACTICES 1 YEAR


    INDIAN OPERATIONS

    B.E. / M.B.A. SUPPLY CHAIN MANAGEMENT 6 MONTHS IIMM, BANGALORE

    ACCOUNTING & FINANCE


    M. COM. 3 MONTHS XLRI, JAMSHEDPUR
    PRACTICES

    M.B.A. HUMAN RESOURCES 4 MONTHS XLRI, JAMSHEDPUR


    SPONSORSHIP FOR HIGHER EDUCATION

     PG Program in quantity surveying at NICMAR,


    Hyderabad

     PG Program in Advanced Construction Management at


    NICMAR, Goa

     C.A. Course
    ELEVATOR AND CONSTRUCTION
    SKILLS TRAINING CENTRE

    LOCATION: GUMMIDIPOONDI 45 KM
    FROM CHENNAI

    BEING SET UP IN 12 ACRE SITE


    Retention Through
    Employee
    Engagement
    Feeling “engaged” depends
    on the “strength” of the
    workplace not necessarily on
    the corporate leadership

    - Buckingham & Coffman, ‘First Break all the Rules’


    The importance of feeling “ENGAGED”
     Companies do not retain people

     People decide to stay

     They decide to stay when they feel


    “engaged”

     “Engaged” employees stay longer


    Feeling “Engaged” depends on

     THE STRENGTH OF THE WORKPLACE  DEVELOPMENT


     CLEAR EXPECTATIONS  PARTICIPATION
     RESOURCES  PURPOSE
     OPPORTUNITY  QUALITY
     RECOGNITION  APPRAISAL
     CARE & CONCERN  LEARNING

    If we provide all the above, then we have built a GREATER


    PLACE TO WORK. Most of the above are in the hands of
    THE BOSS.
    The BOSS
     The “Boss” is the key factor in building a strong work
    place.

     Talent retention strategy will work if we have the “Boss”


    in right place.

     “Boss” who “nurture” and “mentor”.

     Creates nurturing environment for the employees to


    imagine, explore, pioneer, invent etc.
    Growth is a pre-requisite

     Talent can be retained with business growth.

     New businesses provide career opportunities.

     Retaining talent and growing business are


    therefore interdependent.

     “Growth” is therefore a pre-requisite.


    They want to be with us.
    why?
    • 2/3 of the workforce have put up more than 10 years of service- Bondage

    • Management by heart – Caring and sharing as one family

    • Trust

    • Cultural fit – MNC with ‘Indian Character’

    • 140 divisions – ample learning and growth opportunities

    • “Bosses without Bossism” - Mentors

    • Age neutral - age diversity

    • Empowerment – Climate for action

    • Work life balance


    BEST NRI AWARD

    Mr. Syed M.Salahuddin, Managing Director of ETA ASCON Group has been
    awarded the prestigious PRAVASI BHARATI SAMMAN by
    Hon. President of India, Dr. A.P.J. Abdul Kalam
    Whatever can be done, will be
    done,
    And much faster than you
    think

    The question is…

    Whether it will be done by you


    or to you?
    Visit hrmba.blogspot.com for
    more

    THANK YOU

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