HCL Sec2 Group17

TALENT ACQUISITION
GROUP AT HCL
TECHNOLOGIES:
IMPROVING THE
QUALITY OF HIRE
THROUGH FOCUSED
METRICS
SUBHRANIL MUKHERJEE (FT202087)
S AV I T H R U G O U T H A M N ( F T 2 0 2 0 8 6 )
V R AT H I J B ( F T 2 0 2 0 9 9 )
S H I VA N G I G U P TA ( F T 2 0 2 0 7 4 )
TA N AY B A N I K ( F T 2 0 2 0 9 3 )
SONAM KALA (FT202081)
S I D H A R T H S AT YA B R AT ( F T 2 0 2 1 0 5 )
SYNOPSIS - Status quo
 Competition has increased in the IT industry globally and cost plays a major
role.
 The case basically focuses the level of increase in cost per resource.
 Major revamp of the TAG seems necessary as quality and delivery has a lot of
scope for improvement.
 HCL had to redesign TAG because resource cost was 70% of operating cost.
 HCL revamps the TAG & implements major changes.
Objective
To improve the quality of hiring.
To Innovative the method of bringing in talent and retaining them.
To use metrics-based design for the Talent Acquisition function.
Increase of overall profitability.
Focus on just in time hiring where the bench strength reduces substantially.
Structure of TAG
Talent Acquisition was divided into 3 main categories which are software, infrastructure and
BPO.
Totally, there were 250 people working for the overall process
They focused on campus recruitment, lateral hiring and different geographic regions.
There used to be overlap in interviews by different departments.
They used to fight for campus recruitment slots.
This led to a lot of confusion and wastage of resources, time and money.
Improvement post integration
Bird’s eye-view of things will help in looking at things at macro level.
Exact data of resources on bench and their optimization via profile tagging was known
It had the potential to become the largest source for increasing profitability as data centralization
happened making the operations seamless.
The recruitment process was still inefficient even after the above changes
Centralization - utilization level of 84% in 2013. This improvement was 21%.
4% increase in hiring lead time .
19% increase in joining per recruiter.
Cost per joiner reduced from $650 to 517 per hire from 2012 to 2014
Innovation
POFU gamification
To understand risk of renege ,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.
The game was made to play over a period and the candidate’s consistency metrics were taken to
predict if the candidate is really interested in taking the offer.
Tie-up with Rippleshare to improve the network of existing employees.
Ideaprenership” philosophy at campus level recruitment.
Relevant metrics of TAG
Cost for hiring a new recruit- It should be minimum.
Performance of the hired candidate need to be tracked to know the quality of candidate being hired.
increased the quality of hire by providing better screening ability.
 better candidate experience provided :
customizable introduction pages
 employer branding
online status availability
 The analytics module - track and report performance
Gamification utility
Main purpose of the game was to familiarize joinees with the culture and practices of HCL.
Option to gain access to the scores of others boost the competitive spirit among candidates.
It also helps in increasing individual motivation.
Analysis from the regular engagements of candidates who were selected helped TAG to develop
insights on the probability of the candidate joining the company.
To highlight HCL’s employer brand equity.
New hires
◦ self-esteem,
◦ cognitive inquisitiveness
◦ individual motivation
Quality of hire
New Hires generally add value to the establishment/Organization.
New Hires are long term assets that need proper opportunity before they are given full fledged
job responsibilities.
Value a new hire creates, should be such that it exceeds the value of hiring him/her in the
organization.
Quality of new hire is measured on the basis of hire’s success in the organization post
recruitment.
To measure the quality of new hire on the basis of new hire retention, ramp- up time.
It can be linked by measuring the cost of revenue earned by hires during his/her tenure and the
cost of hire.
Measurement by organizations
It suggested that the success of recruiting is a function of relentless process efficiency and
effectiveness.
The quality of hire is measured by some recruitment functions pre and post hiring.
Pre- Hiring- Panel interviewing, structured interviewing, interview certification programs,
background verification and reference checks.
Post hire outcome measures: Job performance assessed by performance ratings, employee
turnover (voluntary and involuntary), early aborts, Person organisation and person job fit
assessment
TAG’s approach to measure Quality of
hire
TAG team at HCL measured quality of hire by using Hirevue applications.
They also recorded the responses to these questions and analysed them later.
The detailed analysis resulted in improving quality of hire.
They launched MAD LTD campaign.
Key takeaways
Integration of departments will help in overall progress when it comes to hiring.
Having a single platform driven by metrics is essential.
Constant engagement activity to determine the behaviour.
Using the metrics to optimize the resourcing.
Measuring the quality by checking change in improvement.

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TALENT ACQUISITION

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