HR at workplace can be classified into THREE Phases –
- Talent Acquisition
- Talent Management
- Talent Development
Each of the phases has been classified here.
Talent Acquisition, [also known as Recruitment or Hiring], is one of the most critical and strategic functions of HR in an organization. Talent Acquisition comprises of following steps:
- Manpower Forecasting and Planning
- Preparing Job Descriptions
- Sourcing Candidate Profiles
- Facilitating Selection Process
- Coordinating Reference and Background Checks
- Candidate Engagement throughout Selection Process
There are TWO critical reasons for Talent Acquisition – Expansion OR Attrition
Based on levels of hiring in an organization, Talent Acquisition can be classified as – Entry Level [or Graduate Trainee], Managerial Hiring and Leadership Hiring [Functional Heads, General Manager, Directors, CXO].
Based on source of hiring, Talent Acquisition can be classified as – Campus Hiring, Job Portal Hiring, Social Media Hiring, Vendor Hiring, and Headhunting [or specialized hiring].
Usually, Entry Level Hiring is done through college campuses [Campus Hiring]. Middle-Level hiring is done through job-portals, social media, and recruitment vendors. Leadership hiring is done through Headhunting by using tools and techniques such as networking, and Social Media.
Talent Acquisition can also be classified as Internal Hiring [also called as Staffing or Deployment] and External Hiring.
In order to be effective in Talent Acquisition, the person must have following skills and abilities:
- Analytic [Forecasting, Planning, Budgeting, TA Metrics, Competitive and Market Analysis]
- Business Acumen [Through understanding of business, products, services and processes]
- Stakeholder Management
- In-depth understanding of role and position
- Risk Analysis [Risk of keeping the role vacant, Risk of hiring wrong person]
- Ability to use Psychometric Assessment Tools [at least ONE]
- Effective Communication Skills
- Ability to market and sell [and creating brand]
- Legal Compliance [Equal Opportunities, Diversity, Non-Discrimination]
- Negotiation and Influence
Induction Process [also called as Orientation or Assimilation] is an overlap between Talent Acquisition and Talent Management. During this overlap a candidate gets transformed into an employee and the process of employee retention begins. Talent Management begins with induction of an employee into the company and ends with employee separation.
Different phases involved in Talent Management are:
- Performance Management
- Compensation and Benefits
- Employee Engagement
- Statutory Compliance
All FOUR phases can either be managed by ONE team or there can be FOUR different teams.
Performance Management consists of setting-up of KPI’s and KRA’s, regular performance reviews, comparison of actual results with set-expectations, training need identifications, coaching to improve performances, and annual or half-yearly merit increase influenced by market but in coordination with the growth of Company.
Compensation and Benefits consists of activities such as Creation of Job Families, Job Analysis, Job Evaluation, Grading, comparison of Internal and External equities, thorough understanding of income tax provisions, evaluation and analysis of compulsory statutory benefits and impact on total cost to company. C&B often turns out to be the primary reason for employee dissatisfaction and eventual separation.
Employee Engagement is a gateway to treat employees as customer and ensure customer satisfaction through involvement and quality of service. Effective communication and empathy plays an important role ensuring high level of engagement. Involving families of employees in engagement process usually ensure employee retention. Safety, relationship with reporting manager, culture of the organization and alignment with organizational goals are other critical elements of employee engagement.
Statutory compliance and audits, though does not appear to have direct relation with employees, but are key functions of Talent Management Team. Documentation, adherence to organizational processes and standard operating procedures, submission of information to government in a prescribed form, format and time are elements of Talent Management.
To be successful in this role an individual must be analytical with thorough understanding of applicable legislation, Standard Operating Procedures [SOP’s] and Processes. He must be an excellent communicator with in-depth awareness of costing. He must be good with tools and techniques of sampling, data gathering and analysis. He must have capabilities to influence stakeholders.
Talent Development can be broadly classified into – Employee Development and Organization Development. Performance Management is an overlapping phase between Talent Management and Talent Development.
An employee is likely to stay with a growing company which ensures his growth as well.
Elements of Employee Development are – Training and Development, Coaching, Mentoring, Change of role, Leadership Development and Succession Planning.
Elements of Organizational Development are – Vision, Direction, Systems, Culture, Accountability, Restructuring, Customer Focus, Continuous Improvement, Change Management, and Sustainability.
Talent Development is a slow process. It requires consistency, persistence and determination from employees as well as organization.
To be successful in this role an individual should be a great influencer, excellent communicator and facilitator, experienced executive or business coach with demonstrable integrity. He must be innovative, change agent with critical thinking. He must have excellent project management capabilities.