The environments within large corporates are demanding and organizations are becoming critical with their recruitment and retention philosophy…
- The challenge of human capital is becoming very complex in today’s world, and the businesses in India have a mixed challenge of addressing multiple cultural dimensions to manage suitable manpower is recruited and retained.
- The dynamics of sourcing has moved from simply addressing a well laid out JD for a role with consultants mapping people and job portals dumping huge data of available manpower. Sourcing today is a complex HR Silo and it is maturing by each passing moment with dynamic investment on Data Management to designing effective sourcing plans to meet the demands. Getting quality manpower aligned is as difficult as aligning your candidature to a suitable role in the market. Although the huge growth with job portals gaining large amounts of data, there is a vast gap between aligning suitable manpower to the complex needs that organizations have.
The traditional Indian corporate is finding ways to aligning to the global standards of work environments, and the MNC’s are busy realigning their culture to the Indian environment. However, the challenge of recruitment is becoming more complex due to one key fact which is ‘The Lifecycle Of An Employee’ has been witnessing a steady decline with passing time.
Gone are the days where people believed in working themselves up and enjoying growth on a steady ladder held strong in an organization. The times today are to quickly map ones career plans to potential organizations and move laterally and vertically to seek growth opportunities.
For organizations to manage these dynamic and shorter life spans, the process of recruitment needs finer tuning. The 2 key reasons being (1) Source the most suitable for the right job, (2) Get the best from the most suitable within these shorter cycles. HR is today concerned with balancing the 2 factors by effective hiring procedures and thereafter ensuring effective employee engagement being managed.
The traditional Indian corporate looks more for a cultural fit wherein the employee EQ has a greater match score, but the MNC seeks a stronger balance between the EQ and IQ.
Although these mentioned points earlier prevail, employees are becoming more choosy and demanding and this makes recruitment even more difficult.
While we work as people development consultants with a number of both the types of mentioned organizations, We find these top 5 reasons employees strive to join specific organizations and continue to grow
- A friendly and open communication working environment
- Great healthcare schemes & facilities
- Flexible work hours with possible work from home options.
- Women friendly policies
- Great learning opportunities with career development learning
While sourcing is complex, the most critical becomes the mapping of potential human capital to the work environments prevailing, the value system that exists and the lifecycle of the person being recruited most critical. A number of approaches are used. Organizations today keenly have consultants filter the potential employee base on the academic and work-ex basis. The recruitment process often begins with a telephonic interview and then moves on to a psychometric test that ascertains a personality type fit that gets mapped to the organizational culture and the job description.
With these results begins the 2 or 3 tier interview process. Unlike the past, many organizations are now empowering the interviewer with excellent skills like Behavioral Event Interviewing. With this approach the interviewer is able to manage a better map as to how a potential candidate might best a given role and also predict the behaviors of this person so as to enable the organizational fit get established well.
Gone are the days of using hi-stress interview techniques, the rule today is to best find how much of a partnership with a potential employee can be a possibility. The BEI technique suggests that interviews need to focus on ‘How Individuals Managed All They Have Accomplished So Far’ as getting to know the ‘HOW’ is the best scope to map how the candidate might behave in the future. They say ‘past behaviors are the only indicators of future behaviors’ and during an interview its best to check for past behaviors rather than tax and pressurize a candidate to only check for behavior under pressure.
Organizations today invest hugely on employee engagement and people development. This has become a key success factor to manage employee retention. The flexi hour model is one of the most preferred reasons for many to stay satisfied with their jobs. The retention rates in such organizations offering this facility has yielded more than a 30% reduction in attrition rates!
One of the most critical job satisfaction aspects remains the Respect and Recognition factor. Organizations who practice strong belief in their values, which supports people enjoy great respect for each other is a key factor for great retention standards. Most of the MNC’s in the country stress on the practice of ‘living their values’ which results in great experiences that satisfy people and drive them to contribute and stay with such organizations.
While working as a consultant with Castrol, I had an experience that leads me to believe that their philosophy of employee satisfaction being amongst their top 2 priorities resulted in a highly disciplined and satisfied workforce. The organizations belief in their Health, Safety, Security and Environment focus has been a factor to reckon with. From every employees to all vendors, the entire group of all stakeholders practice and believe in the importance of these factors. This has led to excellent standards of positive work culture and great employee development and retention.
The traditional Indian corporate is no far behind, organizations like Welspun where we experienced very progressive and global standards is a motivating factor for the Indian employee. Work infrastructure of world standards, great health & safety standards, flexi timings and respect for each other is a noted practice observed here. While we worked with this team, we have seen the leadership greatly invest in ‘Living The Values At Work’. In many MNC’s, our organization has often noted that the most crucial factor for success stands on practice of very strong adherence to their compliance and this certainly results in better employee satisfaction.
When you plan on working with such corporations, what should you expect?
- If you choose to work with a large MNC, then be certain that the processes and compliance will be your key-driving model to most of all you would be doing and accomplishing at work.
- If you join an Indian Corporate, then your flexibility, respect to authority and your ability to stretch and achieve will be the driving factor for your success.
With the MNC…
As an employee in a large multinational corporation, you will certainly enjoy good infrastructure as they have a strong policy with the minimum facility that is extended to any employee. The perks on health and safety are usually a strong driving factor. The maturity across the organizational values would be an aspect that is well tested and tried over time and most certainly there will be adequate stress on compliance to this aspect. In the long run this makes it a stable and great environment, but sometimes it is known to stifle creativity.
In such organizations, you will witness a more structured approach to most of your tasks, and a framework will be present rather than a gut feel and bias guide management philosophy. The performance management systems too are well laid out and have a very structured approach. With this in place, fairness and ethics become a stronger way of life at work.
Most MNC’s operate with a well laid out competency framework and employee effort and results are strongly measured with evidence of effort and the result. This makes it easier for an employee to set better goals and focus on achieving them.
With the Indian Corporate…
Employees with large Indian corporates also enjoy lavish infrastructure, as most competing are involved in global trade. The focus is more on skills and effort and these often weigh more than process compliance and results. The benefits of such environments are that working relationships when managed well have a lot to gain for the employee. The personal touch plays an important role with relationships and you may enjoy some room for freedom of creativity and innovation. The approach to risk management is a bit more local and relaxed, and this has a positive as well as a negative impact some times.
Indian corporates today have noted well-benchmarked pay & compensation structures and you certainly will enjoy global standards of benefits. The framework of work culture is a little more relaxed and in such environments there often is room for people making their own rules! Sometimes employees take advantage of this culture, and sometimes this results in risky results. However conclusively both environments seem to have some benefits over the other.
Many Indian corporates are in the process of enhancing their working framework and with each passing day one can witness the most recent and well laid out frameworks being instilled here too.
People Development Specialist and India Representative for Changefirst, UK