Session 5 - Acquiring Talent.pptx

P O C C O U R S E A T N M I M S – B A N G A L O R E

Win Win Approach to Acquiring Talent

Session 5

S A N D E E P R A O

Talent Acquisition MapTalent Acquisition MapO

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HR/Workforce Planning

Talent Evaluation

Plan for Advancement

Plan for Succession

Plan for Attrition

Prioritize Vacancies

Talent Acquisition/Recruitment

Who to Hire, Who fits best?

Bigger Applicant

Pool

How to Select the

right Talent

Competency Model

Employer Branding

Hiring for Attitude

Portability of Talent

External market

Info.

Evolution of Competency Based ApproachEvolution of Competency Based Approach

Precursor of Competencies -John Flanagan (1954)

He invented Critical Interview Technique which was used to probe skills. Flanagan did not use a word competency!Father of Competencies -David Mc Clleland (1973)

He was a professor in Harvard, social psychologist

He concentrated on search on attitudes and habits that differentiated outstanding employees.

He published a path breaking paper titled "Testing for Competence Rather than Intelligence" - The aim of this research was to elaborate better recruitment/selection methods than psychometric/intelligent test

Mc Clleland invented Behavioral Event Interview basing on Flanagan work,He quoted “Do not test intelligence, test a competence!”

Competency vs. CompetenceCompetency vs. Competence

Competence

This refers to a set of skills that an individual must possess in order to be capable of satisfactorily performing a specified job.

D. Mc Clleland(1973) , Richard Boaytzis (1982) , Spencer & Spencer (1993)

Competency

This refers to the combination of (Knowledge + Skill + Attitude) which in turn leads to a specific behavior, which in an organizational context ‘is expected to’ lead to a specific work output**.

*Although the concept is well developed, there is continuing debate about its precise meaning.** Assuming all other external variables are favourable

Defining/Identifying Individual CompetenciesDefining/Identifying Individual Competencies

1. What are the most important functions of the job?2. What does it take to be successful in this job?3. What characteristics distinguish the excellent from the average

performers?4. Why have people failed in the job?5. Other observations about the job?

*Differentiating between threshold competencies and differentiating competencies –

connect to recruiting and other HR processes

Knowledge Skills Attitude

APPENDIX 1 - Performance Mapping – At AdidasAPPENDIX 1 - Performance Mapping – At Adidas

Source: Adidas AG - Herzogenaurach

Competencies used at Maruti Suzuki and HSW Ltd.Competencies used at Maruti Suzuki and HSW Ltd.

Industrial Management Journal

Hiring for AttitudeHiring for Attitude

1. What You Know Changes, Who You Are Doesn‘t (So easily!) – Get the mix right! – Attitude vs. Knowledge and Skills

Hiring for AttitudeHiring for Attitude

2. You Can't Find What You're Not Looking For! And – conversely put - You find what you look for

How do we look for Attitude?

1. Move from “Direct Questioning” to “Behavioural Questioning” in interviews and other conversations

2. Watch people at work and then decide3. Use – Situational Cases4. Get peer group to interview

Portability of TalentPortability of Talent

Concept is an extension of research on Human Capital Skills by Nobel Laureate Gary Becker

Portability Dimensions1. General Management *HC2. Strategic HC – Ex: Cost

Cutting, Outsourcing, JVs3. Industry HC4. Relationship HC5. Company Specific HC

*Human Capital

Case Study – Recruitment of a StarCase Study – Recruitment of a Star

Case Source – HBR

Case Synopsys

The case opens with a brief review of the problems Stephen Connor is facing. Star semiconductors analystPeter Thompson has left RSH, with no notice, for a competitor.

An important deal with a semiconductor firm, PowerChip, is coming up. Stephen must act quickly to replace Peter, its about getting the right replacement at the earliest.

Case Study – Recruitment of a StarCase Study – Recruitment of a Star

Refer the Case Handout.

Case Source – HBR

Questions for the Case

1. Please state the Pro’s and Con’s of hiring each of the candidates?

2. Who according to you should be selected to fill Peter’s position – Do a ranking for all the candidates

3. What about promoting Rina to fill up Peter’s position?

Thanks for your time!Thanks for your time!

Feel free reach out to me for anyquestions or clarifications -

I am available onSandeep.rao@nmims.edumysandz@gmail.com

+91 9686270062