Talent Management

A CASE STUDY OF INFOSY BPO EXPERIENCE

Number of organizations closing down

Current Realities

Lehman Brothers & host of other institutions Washington Mutual takeover by JP Morgan Chase Bank of Americas acquisition of Merrill Lynch

Number of employees losing jobs some indicators

53,000 employees of Citi Group 500 of HSBC

Impact on the global market and business

Turmoil in financial markets slower growth in high-income countries dependency on foreign capital flows likely to experience a sharper slowdown. Higher levels of uncertainty
Source: India times

Human psychology and emotions

Fear and anxiety on investments Pay cuts no hikes Fear of insecurity and unemployment

The View of American Government

Views on outsourcing future of outsourcing - since a majority of Indian IT firms derive 75% or more of their revenues from the United States

The Changing Paradigm

Old Recruiting Strategies
Recruit for vacant positions Hire as needed with no overall plan Go to a few traditional sources Offer candidates higher compensation to lure them The role of the recruiter is to go outside and look for talent Job done when the candidate joins the organization

New Recruiting Strategies

Proactive recruitment, build a talent pipeline Develop a recruiting strategy for each type of talent Tap many diverse pools of talent Sell the role and responsibilities to the candidate along with performance based compensation packages The role of the recruiter is to fill the position outside, IJP, internal movements etc Role continues as a buddy for the first three months of the employees stay with the organization

Some Top Issues

Only 35% of the available Talent Pool is employable? Can we create a talent pool? Can we explore alternate staffing profiles? Whose job is to build company and industry brand? Can we create a talent pipeline and strategy?

 1 Can we create a talent pool? Project Genesis 2. Alternate Staffing Profiles New Grounds Hiring 3. Enhancing awareness of BPO careers CAP, Elective 4. Talent pipeline Talent Planning, Bench Management, Right Skilling 5. Buy or Build Talent Bench Management process, data profile conversion to voice profile

Carving a Brand
Context:
Misconceptions about the industry in media and community Relatively young organization in the shadow of a big parent brand

Strong presence of multinational competitors enjoying a headstart

Influx of big names setting up captives in India

Infosys BPO @ Work:

Campus Ambassador Program to start early relationships with student community
Infosys BPO elective for sensitizing the student community Academia Conclave to influence the teaching community Professor Internships to facilitate two way relationship with teaching community Family involvement to engage the larger community International recognitions for demonstrating our thought leadership

Creating Talent
Context:
Demand Supply gap in the industry Widening skill base in the organization with multi-skilling & right skilling Multi-language and multi-cultural customer support

Process and Domain knowledge basic requirements to be certified business ready

Dearth of Managerial talent

Infosys BPO @ Work: Infosys BPO believes in investing in its employees development and education through
Entry level training comprising soft skills, process and domain training to transform you to domain specialist and professionals Skill assessment and domain certification as gateways to career movements First Time Management capability building to ensure effective connect between employee and organization Higher Education programs, IIMB and other Tier 1 and 2 colleges Continuous training programs for different grades/brands Training council- comprising Operating Heads and SBU heads to govern the overall training at an Organization level

Preparing for tomorrow

Needs of the employee are changing
I want to be heard and listened to
I know my rights and demand them I want to add resume value

I want to work in multiple organizations to gain diverse experiences

I want something in return for everything I do I want the best for my family and myself

The New Recruitment Paradigm

Outsource routine work
Gain synergy among processes Focus on strategy and innovative initiatives

Run recruitment like Sales

Create a marketing group to focus on brand building in the talent market

Create a planning cell to forecast required skills, numbers and predict trends in talent market
Have account managers who act as point of contact for different accounts ensuring that account level targets are met Have relationship managers who work towards enhancing relationships with vendors, consultants and the academia Introduce recruitment SLA based incentives to drive positive behaviors of recruiting people with the right attitude

Todays reality is an employee chooses the organization he wants to belong to.

Doing it right the first time

Identify your Talent pool Tap the right labor market Reference and background checks

Use the right benchmarks for designations and compensation

Brand your organization and manage applicant perception Certify interviewers to assess job fit and competency fit Create detailed Job description as reference points for all hiring

Engaging Employee
Context:
High pressure, stressful lifestyle and health and emotional issues Workstyles that are not aligned to conventional work norms and main stream society Importance of regular and normal jobs/education in India Limited growth and feeling of stagnation common

Infosys BPO @ Work:

Career Pathing to provide picture of learning and growth Innovative communication channels to break the pockets of sub-organization Reward mechanisms to promote desired behaviors Employee benefits policy in alignment with workforce needs

Employee Engagement a holistic perspective

Learning value Add
-Training - Certifications - Client facing and cross cultural programs - Best practice sharing

Financial value Add

- Company Performance Linked Incentive - Team Performance - Individual Performance - Performance Allowance

Employee Engagement

Emotional value Add

- Code of Conduct, - HEAR - GRB, ASHI - Whistle blower policy - Positive Work Environment

Leveraging Rewards To Attract, Retain And Engage Aligning rewards CRITICAL to the employees lifecycle TALENT

Leaders need to keep PACE

Personal Commitment
Access Communication Engagement

Conclusion
The Workforce is Changing Faster than the Industry is Keeping Up The workforce has larger choices in the labor market today

There are things that can be done today to keep PACE with the future workforce