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Chess King: A Towering Symbol of Leadership

HR Function has been exposed to free critics and constant scrutiny experts for decades now. Some of the many myths had just begun to burst and we got introduced to a new sub-function of HR, “Talent Management” (TM). Now what the heck is that, where did it come from, and the most important of all - WHYAs introduced in the piece: “<a data-mce-href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" target="_blank" rel="noopener">Employee Engagement: Beyond the Buzzword</a>”, TM embraced many aspects of employee engagement under its wings. With that, we are going to talk about what else is sharing the space under the umbrella of Talent Management.To begin with, let me reconcile the word used for TM as “new”. It may sound new to many as it is not one of the “famous” things HR is known for. It might as well be just another buzzword for some. But the change in the role of HR &nbsp;has always reflected how the role of employees has evolved in organizations. TM found its roots in that story.What began in the pre-1970s as simple personnel administration soon shifted after the 70s to recognizing employees as vital assets in a competitive global market; and by 1997, McKinsey’s influential report ‘The War for Talent’ placed ‘talent’ at the center of business priorities, paving the way for Talent Management to emerge as a distinct function in the early 2000s.It was carved out as a specialized HR vertical, investing in career frameworks, High Potential (HiPo) programs, Employee Experience and Leadership Development. In fact, it borrows the strategic elements from the other HR verticals and integrates them in a cohesive framework, bridging the gap between business priorities and talent capabilities.Here’s what it typically entails across companies globally: 1. Workforce &amp; Succession Planning<ul><li>&nbsp;Identify future talent needs based on business strategy.</li><li>&nbsp;Succession planning for critical roles by creating talent pipelines.</li><li>Talent mapping for key skills and leadership positions.</li><li>&nbsp;Conducting talent review discussions with senior management.</li></ul>2. Talent Acquisition Collaboration<ul><li>&nbsp;Partner with Recruitment to ensure hires align with long-term talent strategy, not just short-term vacancies.</li><li>Influence sourcing for high-potential or niche skills.</li><li>Use data to predict skill gaps, hiring needs, and potential re-hires.</li></ul>3. Learning &amp; Development <ul><li>Creating career journeys in alignment with L&amp;OD.</li><li>Equipping employees with skills for growth and future readiness.</li></ul>&nbsp;4. Employee Engagement &amp; Experience (<a data-mce-href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" target="_blank" rel="noopener" data-mce-selected="inline-boundary">click for a little more insight on this</a>)<ul><li>Driving culture, belonging, and motivation.</li><li>Ensuring employees feel valued and connected. </li></ul> &nbsp;5. Career Pathing &amp; Internal Mobility<ul><li>Enabling employees to move laterally or vertically.</li><li>Encouraging cross-functional exposure. </li></ul>&nbsp;6. Recognition &amp; Retention<ul><li>&nbsp;Designing reward frameworks beyond compensation.</li><li>&nbsp;Creating channels/platforms for recognitions with both, horizontal &amp; vertical reach. </li></ul> &nbsp;7. Diversity, Equity &amp; Inclusion (DEI)<ul><li>Integrating DEI principles into talent practices.</li><li>Ensuring fair opportunities and representation in all TM interventions</li></ul>&nbsp;8. Talent Analytics<ul><li>Using data to predict skill gaps, flight risks, and succession readiness.</li><li>Building dashboards to guide talent decisions.</li></ul>So, how is TM different?<ul><li>While overall HR has a wide arena with policies, payroll, compliance, employee relations, etc., TM is strategic and future-focused.</li><li>TM ensures business sustainability by building a workforce that adapts, grows, and leads change.</li><li>It acts as the bridge between people strategy and business strategy. </li></ul><blockquote>In short, Talent Management is like the "strategic HR brain". Thinking not just about hiring today, but ensuring the workforce is ready, motivated, and skilled for tomorrow’s challenges.</blockquote>

Talent Management: From Personnel to Potential

RECRUITMENT - image with words associated with the topic RECRUITING, word, image, illustration

The first thing you’d ask from a recruiter who calls you is a “Job Description.” Unfortunately, there are some Organisations that give little to no importance to it.&nbsp;Sometimes it is a copy-paste from another company’s JD or a previous JD. Which is fine, but only if tweaked to suit the current scenario and framed with the company’s tone and branding.Why most HR recruiters resort to a quick solutions to this is because time is an extremely important resource to them. After all it’s their KPI. But I cannot stress this enough, “Take more time in getting the right fit rather than trying to fit them in later”. Creating a perfect JD (if there’s anything like that), doesn’t guarantee the perfect match (again, if there’s anything like that..). However, there’s a reason why some HR professionals of large Companies are utilising their creative skills in making impactful JDs.&nbsp; Frankly, JDs used to be daunting to make as well as boring to read because they were: predictable and painfully vague. For example:&nbsp;“Good communication skills.” “Should be a team player.” “Knowledge of MS Office.”&nbsp;If your JDs still give this feel, please read on carefully.In today’s AI-first, skill-fluid, and hybrid-working world, the old JD needed a glow-up.&nbsp;Let’s decode what’s really new with Job Descriptions today.How fresh &amp; impactful Job Descriptions look:Job Descriptions still need to have these basic “must-haves”:- About Co. (In short - Let the URL to careers page of the company website handle the details) - Candidate Profile (The required Educational &amp; Experience Qualifications clearly specified for the candidates)&nbsp; - Job Profile / Roles &amp; Responsibilities (Key responsibilities of the position) - Additional Benefits (like Mediclaim, Travel allowance, bonus, ESOPS, etc.)Now comes the part that stands you out!&nbsp;&nbsp; 1. Don’t dodge the bullets:No JD in the world should be long paragraphs and essays. The text should be scannable. So it is a no-brainer to have your JDs formed into bullet points. Here’s a new idea - Create “Modular Blocks” that you can use to customise your JDs as you plug-&amp;-play it for different roles. (Ref. to the point below)2. Modular Blocks:&nbsp;Design your JDs like Lego sets. Create modular JD templates of your own, containing:a. Responsibilities Block (task-driven vs. outcome-driven).JD focus has shifted from listing activities to measurable outcomes. Example: “Drive at least 20% improvement in customer retention” vs. “Manage customer relationships.”b. Skills Block (technical + behavioural)Include both, technical and behavioural skills suited for the role (like fierce, aggressive, on-the-toes could be a requirement for one position; whereas some other role would ask for a much calmer, more focused &amp; insight-driven attributes) Some earlier “nice-to-haves” have become a default requirement for certain roles. Some demand strategic thinking in their current or future role. Things like data-driven decision-making, comfort with dashboards, and basic analytics are some of them.c. Work Environment BlockAn important aspect especially after the COVID wave is the policies related to the working style. It has become essential for the candidates to prioritise job opportunities based on this, because, well, they do have options! Whether it is remote, hybrid, office-based, project-based, or gig oriented, consider mentioning it in the first communication through JD to reach the correct audience.d. Impact Block&nbsp;Mention how the role potentially drives company goals by connecting individual contributions to broader business objectives, showcasing measurable outcomes, and highlighting strategic value.e. Culture BlockA “Why us” section, that attracts the candidates who mirror your values. E.g. “You’ll work in a culture that values autonomy, collaboration, and lifelong learning.”Have at least 3 variants - entry-level, mid-level, leadership for faster reuse.Use these as drag-and-drop templates for quick customisation. 3. Leverage Gen AI:&nbsp;How? - Auto-generate JDs from hiring manager briefs and then humanise them using your Organisation’s tone and values. - Use the AI bot to create JDs in a pre-defined tone &amp; format by you simply giving prompts on the basic requirements (profile, experience, etc.) every time there’s a need.&nbsp; - Decide on specific blocks for each of the JDs and plug them in customised to every role.&nbsp;4. Focus on Human Skills (Since AI Can’t Replicate Them): - Interpersonal skills, emotional intelligence, storytelling, and creativity are now highlighted more than ever. - Collaboration, leadership, and ethical decision-making are highly sought after.5. Diversity, Inclusion, and Sustainability Companies now embed commitments to DE&amp;I (Diversity, Equity &amp; Inclusion) into JDs. - This is gaining limelight as our society is moving towards more awareness, open mindsets, equality, and acceptance of diverse cultures &amp; choices.&nbsp; - Having a culture that supports these ideas open up the opportunities to a wider audience, while attracting &amp; building a progressive workforce. It also reflects well on the values incorporated in the Organisation.&nbsp;Excerpt from one of the Netflix’s JDs:We are an equal-opportunity employer and celebrate diversity, recognizing that diversity of thought and background builds stronger teams. We approach diversity and inclusion seriously and thoughtfully. We do not discriminate on the basis of race, ethnicity, religion, color, place of birth, sex, gender identity or expression, sexual orientation, age, marital status, military service status, or disability status.6. Employer Branding Elements:JDs are now storytelling tools — showcasing:1. Company culture 2. Mission and values 3. Why the role matters 4. They're more candidate-focused and often include videos, testimonials, or links.Companies that have got it right:Companies like Airbnb, Notion, Microsoft, Shopify, and Duolingo are setting the tone for modern JDs.They:- Write like humans, not HR textbooks - Show flexibility and trust in candidates - Make you feel excited, not exhausted by the time you finish readingI am hereby adding the career pages of these companies. You may browse through some of their active job openings and learn a little more from their Job Description patterns:<a data-mce-href="https://careers.airbnb.com/positions/" href="https://careers.airbnb.com/positions/">Airbnb</a> &nbsp; <a data-mce-href="https://careers.duolingo.com" href="https://careers.duolingo.com">Duolingo</a>&nbsp; <a data-mce-href="https://careers.microsoft.com/v2/global/en/home.html" href="https://careers.microsoft.com/v2/global/en/home.html">Microsoft</a>&nbsp; <a data-mce-href="https://jobs.netflix.com" href="https://jobs.netflix.com">Netflix </a><blockquote> In 2025, a Job Description is no longer just a job description. </blockquote>It’s your first handshake, your elevator pitch, your mini-brand ad. If we’re going to attract the right talent, we better start sounding like we know what we want and where we’re headed.Because no one ever got excited reading: “Should be proficient in MS Excel.”

What’s new with our age-old Job Descriptions?

Insurance Balance on Seesaw with Cartoon Business People and Umbrella

Once a part of water cooler conversations, the topic of psychological safety has now found its place in the boardroom. Although the term was coined as early as the 1960s by researchers Edgar H. Schein and Warren G. Dennis; the popularity increased in the late 90s through the research of Amy Edmondson. She puts a simple perspective on the subject. It is “a belief that one will not be punished or humiliated with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking."&nbsp;You know you are in a psychologically safe work environment when you are not worried about the consequences of your every little action.&nbsp;An environment where your ideas are unwelcome, often sabotaged, and your intentions are always questioned, there is no room for psychological safety.&nbsp;One of the reasons why it is missing in so many workspaces is the over the top perception of an employee’s accountability. &nbsp;Sometimes the expectation is almost inhumane. This is evident with the fact that such work environment treats errors as blunders and are therefore seen as unsafe for mental wellbeing.&nbsp;Of course, individual accountability is also important and we are going to talk about it along with the subject of psychological safety because it is an inherent part of the equation. A psychologically safe environment is provided by the Organization through its responsible managers, and there is an equal amount of responsibility expected from the individual at the receiving end. Therefore it's a see-saw almost always trying to find a balance: &nbsp;<img id="yc1beb25oemcrr9oni" src="https://cdn.durable.co/blocks/23oB4a8TI7vTm6WFJ4SzQF9O3uJ8jYR12Kphe0SeO90ig1yMeD7B8lVzNbBjVSPl.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/23oB4a8TI7vTm6WFJ4SzQF9O3uJ8jYR12Kphe0SeO90ig1yMeD7B8lVzNbBjVSPl.png" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;">Neither of these extremes are good.Let’s understand these scenarios with simple instances:&nbsp;Scenario A (Left See-Saw):You are going to work everyday unmotivated and almost only out of duty rather than growth or passion. You wait for the tasks to come your way, and in the mean time you spend time questioning your worth in the Organisation, your purpose of life and what flavour coffee should you try next. Meanwhile, the Organisation works in a culture, where there is no motivation to drive self-motivated teams and are satisfied with the bare minimum task-to-task achievements.Scenario B (Right See-Saw):You are driven and passionate about your work, have made several strides in the field and are willing to grow further. As time passes and your team grows, the dynamics change between the team members, due to any reason - change in leadership, entering or leaving of member/s, personal life impact, etc.You are the same motivated and driven person, but your level of credibility and performance is now monitored through a microscopic lens, your autonomy of work is gone; or you are made to feel that your work, your credibility has to be justified at every step.None of the above situations are ideal for growth.&nbsp;The first is lack of accountability; and the second is lack of psychological safety.&nbsp;This is not good either for the individual or the Organisation. But we often find people stuck in either of the two situations, mostly unaware of the vicious loop they are stuck in. Simply a nudge of awareness and separating self from the situation and looking at the bigger picture would help them see the complete see-saw. Then accordingly shifts can be made to bring in a balance.&nbsp;So the first step is identifying, or acknowledging this. People who often have a high sense of accountability, may often fall prey to scenario B and find themselves drowning in self-doubt &amp; self-sabotage. It is crucial to be careful of this in the early stages of career, not only for the individuals but for the managers, as it is up to them to see that their team members don’t fall into such trap holes.&nbsp;Signs you are in a psychologically safe work environment:- You can be open about your mistakes and gaps fearlessly, as you are treated respectfully in tough times and good times alike. - You are given the openness to own your space without untimely questioning and constant need for tiny updates. - You can give honest feedback to your manager, knowing that it will be taken in good faith. - Your little wins are valued and appreciated.How can managers ensure they provide such work environment:&nbsp;- Take feedback on feedback - Understand how your feedback is helping the person - is it constructive and energising or is it crushing and devastating! - Vulnerability - Sharing if you’ve messed up, and that way showing they can too.Adam Grant beautifully worded in his podcast: <a href="https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423">https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423</a> &nbsp;<blockquote>The idea of psychological safety is not that you’re supposed to be shielded from discomfort, but the exact opposite. It is that you can have, uncomfortable conversations.</blockquote>

The See-Saw of Workplace: Feat. Psychological Safety

Customer experience, satisfaction and best excellent services rating

A question I have asked multiple times to myself in my quest of understanding the workplace a little better - What is Employee Engagement... really?It will be easier to start with what employee engagement is not, so that it clears the way for what it actually is.<ul style="list-style-type: square;" data-mce-style="list-style-type: square;"><li>Events</li><li>Games</li><li>Decor competitions</li><li><span style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);" data-mce-style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);">Christmas &amp; Diwali parties</li></ul><span style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);" data-mce-style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);">These things could be seen as one of the levels of the game, but many mistake it as the game itself. This is a common myth people carry, especially the ones who have seen HR only from the outside.&nbsp;<blockquote>It is important to understand that “employee engagement” is a connection that’s innate &amp; personal and not just an activity that the HR Team conducts.&nbsp;</blockquote>There are a lot of layers to the whole gamut of Employee Engagement. Essentially, employee engagement is the degree to which an employee feels connected to their work and their workplace. HR can bring in targeted interventions depending on different levels of this connection employees have in the different areas of their workplace. So when it comes to HR driving Employee Engagement, it is about creating an ecosystem that allows the employee to thrive and feel engaged.&nbsp;However, it is not just one person or a department that is accountable for how connected the employees stay at work. It is the whole system working in tandem for that to happen. Employees can simply be engaged because:A. Their workplace gives them enough opportunities that align with their career aspirations; &nbsp;B. They feel valued by their managers and teammates; and&nbsp;C. They feel proud to be associated with the Company’s business and have a good relationship with the other coworkers overallBut unfortunately, not all employees today get all of these. Now of course, those who get none will leave the soonest, but more often than not, the presence of at least one of the three factors may form a reason for them to stay.&nbsp;It also depends on the subjectivity of the person in terms of their intrinsic values and motivators that make one of these reasons good enough for them to willingly continue with the Organisation. Let us understand this through the pictorial representation below:<figure id="figure-2jue6efv7kmb3u5zf6" class=""><img id="2jue6efv7kmb3u5zf6" src="https://cdn.durable.co/blocks/ad6dCHdSNYAqWT6i892xCEtveDO7boXsdyXKSH2z7P0CM7TTQPrVNNQtUfiUeFqQ.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/ad6dCHdSNYAqWT6i892xCEtveDO7boXsdyXKSH2z7P0CM7TTQPrVNNQtUfiUeFqQ.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><figure id="figure-zh5rxoi9mmb3uv9m6"><img id="zh5rxoi9mmb3uv9m6" src="https://cdn.durable.co/blocks/10yvoVKo2fUV0wKiXg9ogfYwcuO6NuH72xcs7dy6tKDhkTdLFq5jm6pBSF0Bcm2C.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/10yvoVKo2fUV0wKiXg9ogfYwcuO6NuH72xcs7dy6tKDhkTdLFq5jm6pBSF0Bcm2C.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>The above Quadrants (Q) capture the roadways HR can take leading to a higher level of engagement.&nbsp;Encapuslating these roadways for easy recollection:Q 1: Recognition &amp; Value Focus Q 2: Growth path &amp; leadership development initiatives Q 3: Building and enhancing connections (with personal pursuits, overall Organization, and the fellow colleagues) Q 4: Guidance, Mentorship and Career ConversationsMany people, including the HR Professionals, consider only a few of these as employee engagement and the others as L&amp;D, Performance Management System (PMS), etc. The reason is because of the way it has been packaged. By compartmentalising Employee Engagement into specific activites like employee surveys, events, hobby clubs, recognitions, etc., we miss that the whole point of engagement is much deeper than that. The advent of Talent Management as a separate function of HR removes this barrier as it embraces all the real aspects of employee engagement under its wings. In fact, Gallup research shows the top drivers of engagement are not parties or perks, but:- Having opportunities to learn and grow. - Feeling that your job is important. - Having a manager who provides regular feedback and cares about your development.At this stage it is clear that HR initiatives provide platforms and strategies at an Organisational level, and educates the Managers &amp; Leaders to leverage them effectively. Having said that, these initiatives may still not work if the individual team members do not feel <a data-mce-href="https://little-more-to-work-land.com/blog/the-see-saw-of-workplace--feat--psychological-safety" href="https://little-more-to-work-land.com/blog/the-see-saw-of-workplace--feat--psychological-safety">psychologically safe at work</a>. This is dependent on their daily experiences and how they feel about failures. It may sound like a personal issue, but a lot of this feeling depends on the space a manager provides - a space to grow, a space to share mistakes or errors without feeling guilty or anxious. I cannot express enough how much a Manager’s behaviour influences an individual’s experience of the workplace. Moreover, the same "happy place" can just as easily become a place that “breaks them down”. We will cover this in detail in another article.So what’s next after we have these offerings in place? Well, we measure it!There are several methods adopted by the Organizations to measure employee engagement, and will can delve into it in another article.&nbsp;A career in HR comes with its own set of challenges, but also fun. It’s all about widening your perspectives and asking Why you are doing What you are doing.. Because until now, you probably thought that Diwali parties &amp; Decor competitions were the only ways HR drives engagement.&nbsp;

Employee Engagement: Beyond the Buzzword

Contemporary artistic collage depicting hands holding binoculars against a blue background with space for text.

Says “me”.&nbsp;Yes, I said once at work but I immediately regretted it as all the work of the great creative minds in recruitment I have seen before, flashed back at me. &nbsp; &nbsp;It is natural to get all caught up in closing the positions, narrowing the turn-around-time, and so on. It is all the more difficult if the workplace culture does not value or encourage creativity. Many a times the tasks feel mundane and while closing things in haste, we miss out on opening up various new ways and means of doing the same things differently and gracefully. With this piece, my intent is to put together some of the good work that you can relate to and design your own ideas; and to remind you that you can always find time and channels to get creative with recruitment (or anything else), given the right environment and openness to experiment.&nbsp;While creating the recruitment buzz, it is not just information about the job you should intend to share. Focus on using this stage for branding, while attracting the kind of employees you’d like to work with. You do this by using the language, mode and tone that your company resonates with. If you use the ideas and concepts of different companies for your different job opportunities, just because you liked how well they did it, it won’t work for you the way it did for them.<blockquote>Take more time in getting the right fit than trying to fit them in later.</blockquote>Here, I am going to touch upon the “Creating the Buzz” element of Talent Acquisition (TA).&nbsp;Let’s see some of these creative work that’s out there, making an impactful and a well-rounded recruitment process.&nbsp;1. Target the Audience:&nbsp;Go all out to reach out to the right audience with the same taste, interests and vibe as yours, by communicating the way that resonates to your mutual values.&nbsp;When you are truly going for creativity, there is always a scope of something new, something different. Why can’t that be translated into communicating with the potential candidates? The one brand I have seen having their witty communication game always on, has to be Mc Donalds. Look at this example below:&nbsp;<img id="dtn4oa7yym81gdxgc" src="https://cdn.durable.co/blocks/9CaRd7HML7YhtxsAUqW0WE5tnwhPdLnxwRxQfYK1UxQz6ox4fpyHchGPgmtarPTz.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/9CaRd7HML7YhtxsAUqW0WE5tnwhPdLnxwRxQfYK1UxQz6ox4fpyHchGPgmtarPTz.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;" style="border-color: rgba(229,231,235,var(--tw-border-opacity)); border-image-source: none; --tw-border-spacing-x: 0; --tw-border-spacing-y: 0; --tw-translate-x: 0; --tw-translate-y: 0; --tw-rotate: 0; --tw-skew-x: 0; --tw-skew-y: 0; --tw-scale-x: 1; --tw-scale-y: 1; --tw-pan-x: ; --tw-pan-y: ; --tw-pinch-zoom: ; --tw-scroll-snap-strictness: proximity; --tw-gradient-from-position: ; --tw-gradient-via-position: ; --tw-gradient-to-position: ; --tw-ordinal: ; --tw-slashed-zero: ; --tw-numeric-figure: ; --tw-numeric-spacing: ; --tw-numeric-fraction: ; --tw-ring-inset: var(--tw-empty, ); --tw-ring-offset-width: 0px; --tw-ring-offset-color: #fff; --tw-ring-color: rgba(62,172,255,0.5); --tw-ring-offset-shadow: 0 0 #0000; --tw-ring-shadow: 0 0 #0000; --tw-shadow: 0 0 #0000; --tw-shadow-colored: 0 0 #0000; --tw-blur: var(--tw-empty, ); --tw-brightness: var(--tw-empty, ); --tw-contrast: var(--tw-empty, ); --tw-grayscale: var(--tw-empty, ); --tw-hue-rotate: var(--tw-empty, ); --tw-invert: var(--tw-empty, ); --tw-saturate: var(--tw-empty, ); --tw-sepia: var(--tw-empty, ); --tw-drop-shadow: var(--tw-empty, ); --tw-backdrop-blur: var(--tw-empty, ); --tw-backdrop-brightness: var(--tw-empty, ); --tw-backdrop-contrast: var(--tw-empty, ); --tw-backdrop-grayscale: var(--tw-empty, ); --tw-backdrop-hue-rotate: var(--tw-empty, ); --tw-backdrop-invert: var(--tw-empty, ); --tw-backdrop-opacity: var(--tw-empty, ); --tw-backdrop-saturate: var(--tw-empty, ); --tw-backdrop-sepia: var(--tw-empty, ); --tw-transform: translateX(var(--tw-translate-x)) translateY(var(--tw-translate-y)) rotate(var(--tw-rotate)) skewX(var(--tw-skew-x)) skewY(var(--tw-skew-y)) scaleX(var(--tw-scale-x)) scaleY(var(--tw-scale-y)); --tw-border-opacity: 1; --tw-filter: var(--tw-blur) var(--tw-brightness) var(--tw-contrast) var(--tw-grayscale) var(--tw-hue-rotate) var(--tw-invert) var(--tw-saturate) var(--tw-sepia) var(--tw-drop-shadow); --tw-backdrop-filter: var(--tw-backdrop-blur) var(--tw-backdrop-brightness) var(--tw-backdrop-contrast) var(--tw-backdrop-grayscale) var(--tw-backdrop-hue-rotate) var(--tw-backdrop-invert) var(--tw-backdrop-opacity) var(--tw-backdrop-saturate) var(--tw-backdrop-sepia); --tw-bg-opacity: 1; width: 640px; aspect-ratio: 16 / 9; object-position: center center;">This image beautifully targets the right candidates, i.e. the ones who do not have prior experience. But it is not just that. With just 5 words, this creative speaks volumes. It not only communicates, but conveys that the culture of the Organisation allows one to take time learning &amp; growing, without being fearful of making mistakes.&nbsp;2. Call to Action - Decodes or Anecdotes:&nbsp;Make your job posts interesting by making them engaging and target the right applicants by asking them to crack a riddle or a unique puzzle. Many tech companies use this for Engineers &amp; Developers involving solving codes or math equations.&nbsp;Some examples worth googling:a. Google’s Billboard Puzzle; b. Uber’s “Code on the Road” Challenge; c. Dyson’s “The Smart Rooms” Challenge.Alternatively, ask for some funny incident or comments on something regarding the job role that is unique to their profession. The kind of answers you get will &nbsp;not just be insightful to understand their thought-process, but you’ll have a fun time reading them.&nbsp;Something I created for an HR Recruiter's opening that you can use: (Tag me if this works for you!)&nbsp;<figure id="figure-872ftsutpm81ggu69"><img id="872ftsutpm81ggu69" src="https://cdn.durable.co/blocks/18IAg8ock8n3o7VPokyLbA5Dim9egmjFikJ3s8tkdGQJaDbvFVnN6EzWYBB2tMqx.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 1/1; object-position: center center;" data-corners="default" data-aspect="1:1" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/18IAg8ock8n3o7VPokyLbA5Dim9egmjFikJ3s8tkdGQJaDbvFVnN6EzWYBB2tMqx.png" data-mce-style="aspect-ratio: 1/1; object-position: center center;"></figure>This allows an Organisation to find someone that doesn’t just fit technically, but culturally too. It also gets a candidate excited to apply, driving up their dopamine levels with a feeling of accomplishment.3. Experience days or job previewsInvite shortlisted candidates for a few hours to experience the work environment and get to meet the team. This gives you a chance to sense the cultural fitment &amp; observe them in real-world setting; and for them to get a feel of the role and the workplace. I got this opportunity once with a company in the Oil &amp; Gas Industry. Whether I got into the company or not is irrelevant, as I still remember feeling valued, accounting to a unique candidate experience.4. Creativity in ApplicationsOrganisations have embraced dynamic ways to assess candidates beyond traditional résumés and cover letters.&nbsp;There are many innovative approaches that have helped Organisations identify passionate, creative, and well-suited candidates while making the hiring process more interactive and efficient.Some examples of this are:a. Video applications:- McKinsey &amp; Company replaced cover letters with video pitches, allowing candidates to showcase their communication skills and personality.&nbsp; - Similarly, Zappos required applicants to submit a 60-second video explaining why they wanted to work there, ensuring a strong cultural fit.&nbsp; - Heineken took it a step further with its "Go Places" interactive video experience, where candidates answered rapid-fire personality questions, making the process engaging and insightful.&nbsp; - Meanwhile, Singapore Airlines introduced video auditions for cabin crew roles, enabling recruiters to evaluate candidates' hospitality and confidence before in-person interviews.&nbsp;b. Social Media Challenges &amp; Hashtag CampaignsThis is a fun way to attract the talent that is eager to showcase their creativity. Such small assignments involve immediate action and visible outcomes that doesn’t just make the candidate experience fulfilling, but improves brand visibility.&nbsp;For example, Marriott created an interactive game where applicants could manage a virtual hotel, demonstrating their decision-making and problem-solving skills. This was run under the campaign of #MyMarriottHotel Challenge.&nbsp;Other companies have asked candidates to showcase their skills using specific hashtags, like posting marketing ideas or design work on Instagram or LinkedIn. Similarly, brands like L’Oréal have encouraged candidates to submit applications through LinkedIn posts or short video pitches instead of traditional methods.5. AI in TA:Several Organisations have embraced AI for the initial rounds of screening candidate profiles. This not just saves time, but improves efficiency by giving more time and space to the recruiters to have truly effective interactions.Some Organisations have played their A-Game in the recruitment process with the use of AI in gamification. For example, Unilever uses AI-based games to test candidates’ cognitive skills, emotional intelligence, and adaptability before an interview.Some companies have developed escape room-style challenges where candidates solve puzzles to unlock the next stage of the application. One of the methods is also Hackathons, hosted by several Organisations who get a fair idea about the talents of their potential hire.&nbsp;“Unstop” is one such platform that provides Hackathons and other such interactive methods of recruitment.&nbsp;To sum up, Recruitment is no longer oscillating between initial calls and offer letters, but is in fact busy building employer brand.Leaving you with a cool ad by Indigo, attracting talent using the right method and tone, while leveraging the emotional value that the job potentially brings:&nbsp;<a data-mce-href="https://www.instagram.com/reel/C60QZpXB2rL/?utm_source=ig_web_copy_link" href="https://www.instagram.com/reel/C60QZpXB2rL/?utm_source=ig_web_copy_link">Click Here</a> Today, the world is connected in a way that was never even thinkable decades ago. Changing times have changed the way people live and pursue job opportunities. Now is not the time for the Organisations to delude themselves into believing that the candidates are willing to wait for their call-back without exploring other options. Putting it bluntly, candidates do not look at it as opportunities, but as options.&nbsp;So it is not just imperative, but necessary to build-in or tweak the processes where you not just attract great talent, but build experiences together. So let’s open up the gates for the problem-solving, innovative and creative minds that can lead the Organisation towards its vision taking its people together.&nbsp; Do not Forget:Track what works&nbsp;Keep a record of the sources proactively to understand which source works for you the best. Read <a data-mce-href="https://littlemoretoyourworkland.mydurable.com/blog/4-hr-areas-critical-to-track--why---how" href="https://littlemoretoyourworkland.mydurable.com/blog/4-hr-areas-critical-to-track--why---how">“4 HR Areas Critical to track: Why &amp; How”</a> for a little more insight on this.

You can’t get creative with Recruitment - Says Who?

Data Analysis Chart Graph 3D Statistics Background

“If we have data, let’s look at data. If all we have are opinions, let’s go with mine.” - Jim BarksdaleOver the years, HR has proven its ability to go beyond the operational side of managing people with its strategic approach backed by data trends and its direct impact on the business. This has made the role of HR data analytics an inevitable part not only for the HR world but also for business decision making. Measuring how you’ve performed in several areas of HR is imperative, but not enough. Knowing why you are measuring it and determining what you’re going to do with it is paramount.&nbsp;<blockquote>“Information is not knowledge” - Albert Einstein</blockquote>Companies across the globe have invested in platforms that integrate with the HRIS to provide people analytics at various stages of the employee life-cycle. But there are still many small &amp; medium-size companies that either do not want to invest or do not have the necessary resources to.&nbsp;Taking things in retrospect, whatever stage you are in, the given below metrics &nbsp;can be used to track and therefore, manage the processes more efficiently. It will be a good practice to create a consistent methodology of data collection, in order to achieve the right outcome and efforts can be adjusted in the right direction. &nbsp;&nbsp;1. Talent Acquisitiona. Time to Fill: This metric shows the efficiency of the recruitment process by assessing the no. of days taken to close each position. Typically 30-40 days is considered ideal for closing the position and lesser the time, better it is considered. But in my opinion, speed shouldn't be measured only to identify the effeciency of hiring. It may take a little longer due to some inherent challenges of the position, but could end up in better output and performance with the right person. Rather, it is more of an indicator for better workforce planning.&nbsp;Date of offer acceptance - Date of opening the position = ____ Daysb. Time to Hire: This metric measures the interaction duration of the candidate with the company. Obviously, the lesser the no. of days, the better it is for a good candidate experience. But let's not forget candidate experience is not just with the ones that crack the interviews. Candidates appreciate promptness and clarity in the process. Even if you miss out on that, they would still really appreciate a closure. Rather than avoiding being the bad cop who doesn't want to bring the bad news, focus on clarity and always close the loop. None of the employer branding measures can control the damage of a poor experience in the hiring process. &nbsp;&nbsp;Date of offer acceptance - Date of application by the candidate= ____ Daysc. Source of Hire: This metric can be used to measure how many hires out of the total hired are from a specific source. Maintain a dashboard for measuring this % monthly, so that immediate action can be taken on the source that’s either not working, or if it’s working well, you can leverage it. It can also help in identifying if there’s a need to look for other sources if the current one/s do not work for a specific position.&nbsp;For all positions in a month (recommended period):No. of employees hired by a source / No. of employees hired * 100 = ____%(Produce these percentages for each source &amp; track the dashboard regularly)d. Cost per Hire:&nbsp;This is a simple metric to help us track the cost spent on the total number of hires during different time periods. This can help us measure the strength of the internal hiring process vs. the external sources. These recruitment costs can be “job portal subscriptions”, “recruitment agency fees”, “employee referrals”, “advertisement cost”, etc.&nbsp;For a specific time frame:Total Recruitment Cost from different sources / No. of Hires &nbsp;- Rs. ____/-2. Workforce Diversitya. Gender Pay: If we are calculating this in % terms, it’s pretty easy to understand &nbsp;that the resulting % is the proportion of salary of Gender A as compared to Gender B. When not multiplied by 100, the resultant Rs. __ is the average salary paid to the employees in Gender A as compared to each employee in Gender B. This metric can be used to measure the pay-gap between any other areas apart from gender as well.Average salary of Gender A &nbsp;/ Average salary of Gender B = ___ % &nbsp;(if * 100) &nbsp;or Rs. ___ &nbsp; &nbsp;&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;b. Diversity Ratio: This metric represents the percentage of a specific group of employees in an Organization out of all the existing employees. This helps an Organization understand and work on their diversity &amp; inclusion initiatives. Such diverse groups may include no. of women employees, employees from LGBTQ community, persons with disabilities, employees &nbsp;from different nationalities, etc. Once it’s clear which area you are trying to focus on at an Organisation level, you can use these metrics to track &amp; manage it. From increasing hiring for a specific group to increasing learning opportunities for them, to providing &nbsp;opportunities at leadership positions, there can be multiple efforts that can be taken and tracked over a period of time. &nbsp;For example, taking concious efforts towards hiring ___ % of women employees in the upcoming year and achieving this goal is a good indicator of the hiring efforts taken with focus on DEI.&nbsp;Number of Employees in a Specific Group / Total Number of Employees) * 100 = ____ %3. Employee Engagementa. Employee Turnover Rate/Attrition Rate: Often used interchangeably, employee turnover and attrition have an underlying difference, which is - “replacement” (or “churn”). “Turnover” is the number of positions “replaced” by the Organization over a period of time. Usually, an exit is followed by replacement of the position thereby maintaining the organisation structure, but there may be cases where an Organization decides to “not replace” a position. This may be due to:&nbsp;a.) &nbsp; &nbsp; Downsizingb.) &nbsp; &nbsp; Termination of a position (quite possibly in Mergers &amp; Acquisitions)c.) &nbsp; &nbsp; &nbsp;Merging of 2 positions due to redundancy, etc.This kind of exit is termed as “Attrition”.&nbsp;However, the occurrence of attrition is comparatively lower than turnover. Which is why, even though they denote different kind of departures, Organizations have adapted usage of these terms interchangeably. No. of departures during the period / Average headcount of employees during that period * 100 = ____%Average no. of employees during the period is (Closing headcount + Opening headcount) / 2 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;This is a negative position indicator, and therefore, the lesser the rate, the better it is.&nbsp;b. Retention Rate: Once you know your turnover rate over a period of time, simply calculate the retention rate by: (100 - ___% of E’ee turnover). For example, if the turnover rate is 10%, the retention rate is 90%. There is no blanket benchmark that is regarded as a good or a bad rate of retention or turnover. Organizations can compare their rates with the industry average in order to understand how healthy is their position as compared to the market.c. Employee Net Promoter Score (ENPS): Conducting pulse surveys to guage employee sentiments on a regular basis is the new normal in Organizations. Having said that, try to include at least this one measure of engagement that signifies an employee's engagement level. i.e., ENPS. It is a simple and effective way of knowing your advocates.Question: How likely are you to recommend your friends/acquaintances to join this Organization? (Scale of 1 to 10)Respondents from 1 to 6 are: &nbsp;"Detractors"; 7 to 8 are "Passives" &amp; 9 to 10 are "Promoters"&nbsp;% of Promoters - % of Detractors = ___ score (Technically it's a %, but is often denoted with the number as score)In this computation, the respondents with “Passives” are ignored. Deducting detractors from Promoters will help in providing a true picture of “Net” result, without giving 2 different metrics. For example, instead of saying 67% are my promoters &amp; 13% are my detractors, you’re simply saying in the form of a net result, that 54 is my Net promoters score (67-13) &nbsp;&nbsp;4. Workforce Planninga. Cost per Employee: Cost per employee is pretty simple and straightforward. It is the average cost spent on each employee including salaries, benefits and other costs like training, scholarships, etc. This would be an informative metric at the end of the year to look back and gauge the real-time impact of all the expenses made on the employees throughout the year and how it yields you monetarily (profits/new clients, etc.) and non-monetarily (retention, employer branding, etc.). The same metric can be broken down into specific costs for drawing specific inferences, like training cost per employee compared with Revenue per employee in the same year, (or after 2 years considering the learning curve).b. Employee Growth Rate: This is a change of rate of headcount of employees over a specific period of time. It is calculated by:(Headcount in Year 2 – Headcount in Year 1) / Headcount in Year 1 * 100 &nbsp;Higher the %, higher the change in the headcount over the period. This can be done at departmental level in large Organisations to keep a regular tab on the overall retention and hiring performance. A negative figure (especially Department-wise) would mean a reduction in the headcount over this period, (maybe) without the necessary turnover (replacement) in time. This can be alarming.&nbsp;c. Salary Penetration: All job bands/positions would be linked to a specific salary range. When it comes to understanding the efficiency of compensation structures provided to employees while hiring or during promotions, this metric can be used as a base. This helps you identify the “penetration” of an employee’s salary within a specific salary range. This can also be used for identifying the penetration of salaries of our employees as against the market range for the said band or position if your focus is to give a competitive advantage in salaries. It should be noted that this metric will not give a very accurate result if the salary range used is too high.Rs. (Salary - Range minimum / Range maximum - Range minimum) = Rs. __________/-&nbsp;The resulting figure is the salary penetration as compared to the company benchmark or the industry benchmark.The corporate world is, and will continue evolving and adapting sophisticated models of data management and analysis. But this article gives a headstrart in defining the purpose,&nbsp; reinforcing fundamentals and guiding HR professionals to drive meaningful business growth.<blockquote>It is necessary to collect the data keeping the end in mind, so that standardised and consistent data collected can help in building a strong foundation for analysing various trends and patterns. Connecting data points of different time-periods or areas by piecing these metrics together, can be instrumental in helping us draw a wholesome picture of the future action-plans &amp; designing new initiatives.</blockquote>

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You can’t get creative with Recruitment - Says Who?

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