Case - Talent Acquisition Group at HCL Technologies: Improving the Quality Of Hire Through Focused Metrics

I attache the Case

However, the assignment has 2 questions (each one should be 1500 words) so the total for both of them should 3000 worlds.?

Question one: (1500 words )

On the basis of the case provided, explain how the post-offer follow-up (POFU) gamification in regard of recruitment professionalshelp TAG improve its fulfillment, and discuss the consultancy process supported by examples.

Hint: You should provide a critical discussion especially unit 9 while referring not only to B855 course material but also to theoretical review provided in the article when necessary and to the case study. Your discussion of the concepts should include a clear reference to the case, providing clear examples, not only of what HEG limited has done but also of what it has not yet done in what concerns the shift from a traditional HR practice to a more strategic one ( 1500 words).

Answer Guideline to Question one - Recruitment functions in such organizations use a rule of thumb approach using the average renege ratio, to mitigate the risk of renege by releasing extra offers. For example, with an average renege ratio of 30%, recruiters would release four offers in order to hire three individuals. However, the downside of this approach is that if there is no renege, the additionally recruited employee increases the bench strength as well as the costs for the company. Moreover, improving the resource utilization and minimizing the bench strength were among the key objectives of the Resource Management Group at HCL. As shown in the value calculation earlier, significant contribution to profitability comes from improving the utilization and hence, getting a betterunderstanding of this phenomenon became critical. To support this, the TAG team needed to accurately identify which individual (skill), of what experience level, at which location, and for which project team, was likely to renege. To obtain a better understanding of this, TAG used analytics from the POFU gamification. It was therefore important to design the POFU game in such a way that it elicited high engagement levels from the potential hires. As shown in Exhibit 11, the first indication of the expected renege behavior would arise if the potential hire did not engage in the game. Moreover, students need to discuss how the organization plans for its resourcing needs and for diversity and what are the various sourcing options that it has (unit 4, and unit 9). Students need to refer to the case and identify resourcing process followed by HEG limited.

Question two: (1500 words)-

In your opinion, discuss what constitutes a true "Quality of Hire" and explain how should organizations including what TAG did to measure "Quality of Hire".

Hint: You should provide a critical discussion while referring not only to B855 course material but also to theoretical review provided in the article when necessary and to the case study. Your discussion of the concepts should include a clear reference to the case, providing clear examples, not only of what HEG limited has done but also of the concept of "Quality of Hire" which continues to be elusive for many HR and Talent Acquisition Functions. (1500 words).

Answer Guideline to question two - Students should know that the concept of "Quality of Hire" continues to be elusive for many HR and Talent Acquisition Functions. This conventional wisdom suggests that the success of recruiting is a function of relentless process efficiency, and many HR functions focus on these parameters to demonstrate their effectiveness. However, the distinction between efficiency and effectiveness is increasingly being recognized, with the quality of the talent emerging as an area of concern. A study by Aberdeen group (2008) found that managers define the number one capability that they would like to have in their talent acquisition teams is their ability to bring in high quality talent, which would be reflected in the quality of hire metrics. Although, there is consensus in stating that this is the top concern of organizations, practitioners find it difficult to define the parameters that would build this construct. There is now an increased focus on quality of hire as a deliverable by the recruitment functions. Pre-Hire Person-Measures :Application to offer-conversion ratio; Role-based/skill and competency based assessment frameworks;Structured interviewing; Panel interviewing; Interviewcertification programs (for recruiters and panels); Background verification and Reference checks Post-Hire Outcome-Measures - Job performance assessed by Performance ratings; Employee turnover (voluntary and involuntary); Early aborts; P-O (Person-Organization) and P-J (Person-Job) Fit assessment.

Attachment:- Case.rar