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Aon Hewitt Study Decoding Hiring Trends in India 2016

Harnessing the power of ‘Talent Centric’ economy

Solicitation Partner
Solicitation Partner
Study Decoding Hiring Trends in India 2016 Harnessing the power of ‘Talent Centric’ economy Solicitation Partner
Study Decoding Hiring Trends in India 2016 Harnessing the power of ‘Talent Centric’ economy Solicitation Partner

Table of Contents

Foreword

02

About the Study

04

Executive Summary

05

The Big Picture

13

Looking Ahead

19

Hiring Practices

24

Hiring Metrics

30

Annexure

36

The Big Picture 13 Looking Ahead 19 Hiring Practices 24 Hiring Metrics 30 Annexure 36 1

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The Big Picture 13 Looking Ahead 19 Hiring Practices 24 Hiring Metrics 30 Annexure 36 1

Foreword

Foreword Nitin Sethi Partner and CCO Aon Hewitt | India Nitin is a Partner and Aon

Nitin Sethi Partner and CCO Aon Hewitt | India

Nitin is a Partner and Aon Hewitt’s Chief Commercial Officer for India.

He has extensive advisory experience with clients across the globe in the areas of HR Strategy, Performance & Rewards, Leadership Development and M&A.

In addition to working with clients, Nitin also leads the innovation and New Business Incubation agenda for the firm in India.

and New Business Incubation agenda for the firm in India. Favorable prognosis of the Indian economy,

Favorable prognosis of the Indian economy, supporting government initiatives and sustained focus on innovation have fuelled sustained growth for India Inc. Aligned with the national sentiment, 79% organizations project increased hiring in the year 2016-17. As fundamentals of the economy further improve, India Inc. will see further increase in talent demand across sectors. HR and TA teams will come under significant pressure to attract and retain the best talent that business needs to drive organizational performance.

Talent acquisition roles are fast changing. TA professionals now need to don the hat of strategic business partners and align organization’s priorities to their recruitment strategies. In the last years study, we spoke of competencies that will drive a successful TA professional of the future. Positioning the employer brand, candidate experience and RoI on selected candidates are some of the some new measures that TA teams will now be judged by.

In the world of digitization, employers are leaning towards smarter and more innovative means of attracting key talent. Social media and technology innovation are being leveraged ferociously to enable the last mile candidate reach as well as deliver robust hiring solutions. Employers are refining the mix of sourcing channels and implementing a variety of assessment tools for talent selection. Unlike in the past, professional networks have made sourcing easy at the click of a button, giving employers the freedom to create a talent pipeline without heavy reliance on external factors. The use of talent analytics has created quite a stir in the marketplace, albeit, the reality is that most organizations fall well short of mastering capabilities to use these tools, thus effecting cost-per-hire – an ongoing priority for HR.

The 2016 study brings deeper insights on what drives key decisions and talent acquisition imperatives. This report draws characteristics that are shaping up the hiring space in India Inc. This study highlights trends that will be most relevant as organizations evolve and what this means for – businesses, workforce and the HR alike.

My sincere thanks to the participants who shared their knowledge and insights with us. Their thoughtful and candid inputs have made the second edition of the Decoding Hiring Trends in India Study truly valuable and one which I hope becomes a part of the strategic toolkit of HR leaders.

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Hiring Trends in India Study truly valuable and one which I hope becomes a part of

Foreword

Foreword Ester Martinez CEO and Editor-in-Chief People Matters Ester, an HR professional turned entrepreneur and alumnus

Ester Martinez CEO and Editor-in-Chief People Matters

Ester, an HR professional turned entrepreneur and alumnus from ISB, founded People Matters in 2009

Ester has more than 14 years of experience in HR, with a wealth of knowledge in areas of talent and human resources management. Until 2008, she worked as a professional manager with a host of blue chip companies in different countries within Europe, UK and India.

in different countries within Europe, UK and India. After the astounding success of its first edition,

After the astounding success of its first edition, Decoding Hiring Trends in India 2015 Study which captured distinctive insights and created a unique position in the market; this year the research focuses on the insights and trends on talent acquisition on four different parameters – Hiring Drivers, Hiring Outlook, Hiring Practices, and Hiring Metrics.

Many factors play a role in the hiring ecosystem, both macro and micro. This study makes an attempt to understand the nuances of a majority of these contributing factors. It is interesting to note that employer branding, a very important factor, is yet to become an area of focus among a majority of organizations. The study also emphasizes on an important trend, the emergence of video interviews, which have begun to replace the more traditional in- person processes.

Social Media hiring also finds more takers and has become the driving force in the hiring process, an important trend that is clear from the study. Since both efficiency and effectiveness continue to be critical, cost-per-hire remains a top priority as revealed by the study. Optimizing cost-per-hire has emerged as one of the top trends and the top priority for recruitment and business alike. The recruitment leaders have also put an emphasis on feedback mechanism as a part of candidate experience. To add value to the study and include a practical perspective, this year’s research also includes short case studies from leading organizations in the major areas covered in the study.

Overall, the Aon Hewitt in partnership with People Matters Decoding Hiring Trends in India 2016 study will provide you with valuable insights that can help you shape the recruitment strategy for the coming year for your organization. As always, we would also love to hear from you regarding the study and its findings. Do write back to us at the contact details provided at the end of the report.

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you regarding the study and its findings. Do write back to us at the contact details

About the Study

Aon Hewitt in partnership with People Matters conducted the second annual ‘Decoding Hiring Trends in India 2016 Study’.

The study provides comprehensive inputs on the following four parameters:

Hiring Drivers: Talent acquisition priorities, challenges and competitive threats

Hiring Outlook: Forecast of employment outlook and budget allocation in 2016

Hiring Practices: Best

practices in attracting, sourcing,

assessing, and selecting talent

Hiring Metrics: Critical hiring metrics tracked as per prevalence, and industry benchmarks

Learn how the hiring space is undergoing evolution across different sources of hiring, changing priorities and adopting techniques of digital economy to attract key talent in 2016 and beyond.

of digital economy to attract key talent in 2016 and beyond. Participant Profile 4 Aon Hewitt

Participant Profile

4

Aon Hewitt surveyed 160 organizations covering more than 12 industries to understand talent acquisition priorities and best practices as a part of this research.

acquisition priorities and best practices as a part of this research. 160 Companies 12+ Industries 46%

160 Companies

12+ Industries
12+ Industries
acquisition priorities and best practices as a part of this research. 160 Companies 12+ Industries 46%

46% Indian

54% MNCs

acquisition priorities and best practices as a part of this research. 160 Companies 12+ Industries 46%
Executive Summary

Executive Summary

Executive Summary

e Big Picture: Employer branding and talent engagement keep recruiters up at night!

Leveraging proactive strategies to engage with talent consistently keeps recruiters awake at nightbranding and talent engagement keep recruiters up at night! The next big shift in recruitment is

The next big shift in recruitment is the ability to maintain consistent engagement and relationship with candidates, rather than sourcing candidates based on requisitions.

48% of organizations report that ‘Engagement with passive talent’ when done well by competitor is a top threat to attract talent. Further, 45% of organizations report that if their competitor were to communicate their employer brand effectively, then it will be a competitive threat.

With 64% of organizations reeling under the pressure of losing talent to ‘Competition’, having a well defined and consistently communicated employer brand is a clear competitive advantage. The Next Generation recruiter thwarts competition by nurturing a strong pool of candidates.

Shift from process to people based recruitment prioritiescompetition by nurturing a strong pool of candidates. Companies increasingly identify two key areas of focus

Companies increasingly identify two key areas of focus – recruitment priorities that are all about having a well formed strategy to attract active and passive talent, and relentless focus on communicating a distinguished employer brand.

Leveraging social networks for sourcing active and passive talent (43%) and communicating the employer brand effectively (29%) emerge as top 2 recruitment priorities. Being a trusted talent advisor to business (28%) closely follows in the list of top recruitment priorities for the year.

Recruitment in today’s digitally connected economy is maturing, with employer brand strategy changing talent sourcing from push to pull based methods.

changing talent sourcing from push to pull based methods. 6 Candidate Engagement: The Winning Strategy Talent

6

Candidate Engagement: The Winning Strategy Talent acquisition leaders for tomorrow will be brand evangelists,
Candidate Engagement:
The Winning Strategy
Talent acquisition leaders
for tomorrow will be
brand evangelists,
mastering the art and
science of candidate
engagement and
relationship management.
Organization perception
metrics will soon be key
effectiveness metrics for
hiring teams.

Looking Ahead: Budget allocation aligned to drive efficiency to meet increased hiring demand

Recruitment budgets increase in close proportion with hiring intakealigned to drive efficiency to meet increased hiring demand 79% of organizations report ‘Increase in hiring’

79% of organizations report ‘Increase in hiring’ over the last year, with two-thirds of the hiring being done at junior and entry levels.

67% of organizations also plan to ‘Increase the recruitment budget’ over last year. However, 12% of companies do not plan to increase recruitment budget from the coming year, hence talent acquisition teams are expected to deliver more with a similar amount of money as previous year.

Further, only 21% of companies report wallet share increase for ‘recruitment team cost’, thereby adding to margin pressures. With evolving recruitment practices, organizations are clearly betting on components that drive recruitment efficiencies rather than increase headcount to deliver on business needs.

Efficiency components witness increased wallet share, employees are the new brand ambassadorsrather than increase headcount to deliver on business needs. HR Technology/Platforms witness maximum wallet share, as

HR Technology/Platforms witness maximum wallet share, as 42% of organizations report an increase for this component. A close second is witnessed for ‘branding and marketing’ as 39% of organizations will increase wallet share in this category, aligned with the recruitment priority to communicate the brand effectively. Investments in social media (37%) and talent assessments (34%) follow closely.

Referrals emerge as a preferred sourcing channel, as 33% of companies plan to increase spend in this area. Organizations are ‘turning in’ with referrals and employees becoming the new brand ambassadors. This helps decrease external dependencies for sourcing and helps leverage the employer brand through employees themselves.

leverage the employer brand through employees themselves. 7 Branding: Recruiter’s Mindset, not an Activity Rising

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Branding: Recruiter’s Mindset, not an Activity Rising margin pressures and branding woes will give rise
Branding: Recruiter’s
Mindset, not an
Activity
Rising margin pressures
and branding woes will
give rise to alternative
methods such as social
sourcing and referrals.
Components that amplify
the employer brand will
witness increased
investments.

Hiring Practices: Consolidation of practices and internal capability building

Enabling the business and hiring manager is more critical than ever beforeConsolidation of practices and internal capability building With a stated priority to deliver on ‘Quality of

With a stated priority to deliver on ‘Quality of Hire’ and advent of dynamic talent assessments, hiring manager capability to sift the best from the rest is a key enabler. It has become so important that hiring managers are equipped to select talent that is the best fit; looking beyond skill and knowledge fitment.

Aligned with this, 50% of organizations invest in building the interviewing capabilities of hiring managers. Further, organizations are going the last mile with 54% seeking hiring manager feedback on the hiring process and effectiveness.

Recruitment function' partnership with business becomes holistic with capability building for hiring managers and integration of data in the hiring cycle to drive talent decisions.

New age recruiter is data and technology savvyof data in the hiring cycle to drive talent decisions. As digital connectedness matures, recruitment teams

As digital connectedness matures, recruitment teams build in-house capability to drive data based hiring and aid decision making. With a stated priority to drive technology based recruitment processes, 50% of organizations have digitized at least one process of the entire recruitment cycle. A further 30% are planning to digitize the entire recruitment cycle by the end of 2016.

65% of companies have dedicated team members for talent assessments, data analytics and technology.

As hiring numbers increase and the millennial population increasingly enters workforce, organizations have to take the final leap with mobile platforms and immersive candidate experience to stay relevant and deliver on the employer brand.

to stay relevant and deliver on the employer brand. 8 Recruitment as Trusted Talent Advisor With

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Recruitment as Trusted Talent Advisor With the advent of behavioral and culture fitment assessments, hiring
Recruitment as Trusted
Talent Advisor
With the advent of
behavioral and culture
fitment assessments,
hiring manager capability
and integration of talent
analytics into decision
making will become the
litmus test for an effective
recruitment team
partnership with
business.

Hiring Metrics: Cost and Speed of hire remain critical, Quality of Hire on the rise

Cost and speed of hiring are the most prevalent hiring metricsSpeed of hire remain critical, Quality of Hire on the rise 55% of organizations track ‘Time

55% of organizations track ‘Time to fill’, to measure hiring effectiveness, followed by ‘Cost per Hire’, which is tracked by 44% of organizations. ‘Time to Offer’ is a close third as 37% organizations track this metric.

Though heavily tracked, ‘Cost per Hire’ as a metric is broken since the component varies across organizations and industries. Vendor costs (70%), background verification (66%), referral cost (65%) and assessments (50%) account for the Top 4 contributors to the hiring cost across levels.

As organizations look forward to optimize this metric, innovative methods of moving employee referral expense from monetary outcomes to experiences and benefits emerge to offset the pricing.

Rise of Quality of Hire: The ultimate effectiveness metricto experiences and benefits emerge to offset the pricing. 29% of organizations believe that ‘Quality of

29% of organizations believe that ‘Quality of Hire’ is the most important metric to track hiring effectiveness over speed and cost of hire. Further, 30% of organizations want to track ‘Quality of Hire’ consistently in the coming year.

However, 90% of these organizations track ‘Quality of Hire’ differently. ‘Early attrition’ (30%) and ‘Manager feedback’ (20%) are the most commonly encountered metric to measure Quality of Hire.

As organizations strive to make hiring efficient and effective, ‘Quality of Hire’ will increasingly become the most important metric – effectively the magic metric that will define the health of talent pool. Hiring manager effectiveness in identifying the best talent will be a key determiner in optimizing this metric.

talent will be a key determiner in optimizing this metric. 9 Quality of Hire: Rise of

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Quality of Hire: Rise of Effectiveness Metric Consistent parameters that relate to high potential, cultural
Quality of Hire: Rise of
Effectiveness Metric
Consistent parameters
that relate to high
potential, cultural fitment
and retention will be
integral elements when
qualifying this metric.
Hiring practices that will
optimize outcomes on
these parameters will
witness increased
investment in the coming
years.

Recruitment Trends: What changes!

Passive Talent Engagement

Recruitment Trends: What changes! Passive Talent Engagement Organizations want to adopt targeted strategies to engage with

Organizations want to adopt targeted strategies to engage with ‘passive talent’ as 45% employers report that the lack of this is a competitive threat.

Sourcing moves from requisition filling to maintaining an ongoing relationship and recall with key talent.

an ongoing relationship and recall with key talent. Recruiters as Strategic Talent Advisors Recruitment teams

Recruiters as Strategic Talent Advisors

with key talent. Recruiters as Strategic Talent Advisors Recruitment teams partner with business end to end:

Recruitment teams partner with business end to end: as the trusted talent advisor, build hiring manager capability and enable data based decision making.

50% employers today actively build hiring manager interview capability to ensure recruitment is effective.

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Rise of ‘Quality of Hire’

recruitment is effective. 10 Rise of ‘Quality of Hire’ Speed of hiring and cost remain critical

Speed of hiring and cost remain critical however organizations increasingly consider ‘Quality of Hire’ as the most critical effectiveness metric.

‘Early Attrition’ is the most encountered measure for Quality of Hire, tracked by 30% employers across

metric. ‘Early Attrition’ is the most encountered measure for Quality of Hire, tracked by 30% employers

Recruitment Trends: What changes!

Wallet Share: Evolving Apportionment

Trends: What changes! Wallet Share: Evolving Apportionment In line with the positive hiring sentiment, 67%

In line with the positive hiring sentiment, 67% organizations are increasing their recruiting budgets over last year.

Components that improve candidate experience and enable efficiency (technology, branding, referrals, assessments) have higher wallet share.

branding, referrals, assessments) have higher wallet share. Referrals: Advent of The Dual Model Employees are the

Referrals: Advent of The Dual Model

higher wallet share. Referrals: Advent of The Dual Model Employees are the new talent scouts, as

Employees are the new talent scouts, as organizations are increasing wallet share for recruitment through employee referrals (35%).

Touted as the preferred sourcing channel, employee refer rals increasingly play the dual role in sourcing and brand building.

11

Mobile

Enablement

role in sourcing and brand building. 11 Mobile Enablement With less than 20% of organizations reporting

With less than 20% of organizations reporting mobile enablement of recruitment processes, employers are inadequately positioned for the mobile wave.

To optimize ‘Offer to Join’ ratios, last mile solutions at the ‘Post offer stages’ remain a key opportunity area

To optimize ‘Offer to Join’ ratios, last mile solutions at the ‘Post offer stages’ remain a

Recruitment Trends: What sustains!

Employer brand: The Winner

Recruitment Trends: What sustains! Employer brand: The Winner With the naked feedback economy, employers struggle to

With the naked feedback economy, employers struggle to differentiate themselves from the competition.

39% of organizations plan to increase wallet share for branding and marketing this year.

increase wallet share for branding and marketing this year. Talent Analytics and Assessments Pre hiring assessments

Talent Analytics and Assessments

and marketing this year. Talent Analytics and Assessments Pre hiring assessments remain more important than ever

Pre hiring assessments remain more important than ever before. 65% of organizations have dedicated capability for assessments, technology and data analytics.

However, leveraging big data for

a

effective hiring decisions nascent stage.

is

still

at

12

Duality of Social Media

nascent stage. is still at 12 Duality of Social Media 50% of organizations use social network

50% of organizations use social network for sourcing talent at mid and senior levels.

Organizations consistently leverage social networks to source as well as engage with passive talent.

and senior levels. Organizations consistently leverage social networks to source as well as engage with passive
e Big Picture Talent acquisition priorities, challenges and threats

e Big Picture

Talent acquisition priorities, challenges and threats

e Big Picture Talent acquisition priorities, challenges and threats

2016 Priorities of Talent Acquisition

Trends Scanner

Top Priorities for Talent Acquisition

Shifting priorities of talent acquisition teams

Sourcing through social media and leveraging the power of employer brand have emerged as top priorities coupled with being trusted advisors to business.

priorities coupled with being trusted advisors to business. Professional Networks for Sourcing Managing Brand and People

Professionalpriorities coupled with being trusted advisors to business. Networks for Sourcing Managing Brand and People Trusted

Networks for

Sourcing

Managingadvisors to business. Professional Networks for Sourcing Brand and People Trusted TA as Advisors With 4

Brand and

People

TrustedProfessional Networks for Sourcing Managing Brand and People TA as Advisors With 4 out of every

TA as

Advisors

With 4 out of every 10 organization reporting use of social media, professional network usage emerges as the sourcing tool of choice

Every 3 out of 10 organizations report focus on ‘employer brand’ to attract fresh talent and at the same time deliver brand aligned experience for existing employees

To have a “seat at the table”, the holy grail is to link role understanding with talent dynamics; and align talent acquisition strategies with business goals

and align talent acquisition strategies with business goals 14 26% organizations want to consistently measure

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26% organizations want to consistently measure ‘Quality of Hire’ 20% organizations have stated priority to
26%
organizations
want to
consistently
measure ‘Quality
of Hire’
20%
organizations have
stated priority
to source and
engage with
passive talent
16%
prioritize scientific
assessments:
clearly far from
being the norm

Building a game-changing talent strategy

The war for talent, skill shortage and a bleeding pipeline have made it absolutely necessary for companies to relentlessly drive a well articulated hiring message and differentiate from competition

Challenges to Attract Talent

Trends Scanner

Challenges Impacting Organization’s Ability to Attract Talent

64% organizations are clearly plagued with growing skills shortages 10.3% projected pay increase in India;
64%
organizations are
clearly plagued
with growing
skills shortages
10.3%
projected pay
increase in India;
the 4th highest
salary increase in
the world
37%
impending
workforce
shortage
increase in the world 37% impending workforce shortage Talent Drain Embedding an Entrepreneurial Mindset Rethinking
increase in the world 37% impending workforce shortage Talent Drain Embedding an Entrepreneurial Mindset Rethinking
increase in the world 37% impending workforce shortage Talent Drain Embedding an Entrepreneurial Mindset Rethinking

Talentincrease in the world 37% impending workforce shortage Drain Embedding an Entrepreneurial Mindset Rethinking Total

Drain

Embedding an Entrepreneurial Mindsetthe world 37% impending workforce shortage Talent Drain Rethinking Total Rewards 15 Organizations continue to report

Rethinking

Total RewardsTalent Drain Embedding an Entrepreneurial Mindset Rethinking 15 Organizations continue to report losing talent to the

15

Organizations continue to report losing talent to the competition as a primary challenge; thereby catapulting the relevance of a well articulated and implemented ‘Employer Brand’ that will act as a differentiator and not just a branding tool

Despite the plaudits, changing the entrepreneurial mindset of talent in India, pose an indirect threat in the form of “idea replication”

With 10.3x salary increase projection, organizations need to effectively position ‘Employer Brand’ with a compelling message around total rewards programs to differentiate from competition

position ‘Employer Brand’ with a compelling message around total rewards programs to differentiate from competition

reat from Competitors

Trends Scanner

Recruitment Practices that when done well are competitive threats

Candidate centric hiring practices are competitive threats

Sourcing and engaging proactively with active and passive talent emerges as top competitive threats. These will be touted as emerging best practices in recruitment.

will be touted as emerging best practices in recruitment. Predictive Hiring Use of big data to

Predictivewill be touted as emerging best practices in recruitment. Hiring Use of big data to hire

Hiring

Use of big data to hire the right talent and optimize ‘Quality of Hire’ is a potential threat from competitors if done well, and is an emerging challenge area for companies

done well, and is an emerging challenge area for companies ‘Just in Time’ Talent Pool 4

‘Just in Time’ Talent Pooldone well, and is an emerging challenge area for companies 4 out of 10 organizations feel

4 out of 10 organizations feel that having a ‘pull based’ talent strategy is the need of the hour especially when the focus on speed of hire is strong as ever

Businessespecially when the focus on speed of hire is strong as ever Losing talent to organizations

Losing talent to organizations that are actively prioritizing a strategic partnership with business is an emerging threat: An action area for recruitment teams that already have this as a stated priority.

Partnership

that already have this as a stated priority. Partnership 16 48% organizations view a well articulated

16

48% organizations view a well articulated and communicated employer brand as a potential threat 45%
48%
organizations view a
well articulated and
communicated
employer brand as
a potential threat
45%
organizations are
anxious about
competition
engaging with
passive talent
27%
say leverage of
social media; if done
well (for sourcing
and branding both),
is a threat

Employer Brand, a key component for galvanizing talent

Organizations are investing in building and communicating a brand that is aligned with changing talent aspirations of

Employer Brand

Trends Scanner

What Organizations Seek to Offer to eir Employees

15% increase over last year in ‘Learning and Careers’ as the stated employer brand 18%
15%
increase over last
year in ‘Learning
and Careers’ as
the stated
employer brand
18%
organizations offer
‘Well-being’ to
deliver on a holistic
workplace as the
employer brand
24%
organizations
promise
‘Inspirational
Leadership’ as the
significant employer
proposition
Leadership’ as the significant employer proposition Learning and Careers Entrepreneurs Beehive Socially
Leadership’ as the significant employer proposition Learning and Careers Entrepreneurs Beehive Socially

Learning andLeadership’ as the significant employer proposition Careers Entrepreneurs Beehive Socially Responsible Workforce

Careers

Entrepreneursthe significant employer proposition Learning and Careers Beehive Socially Responsible Workforce 17 With skills

Beehive

Sociallyproposition Learning and Careers Entrepreneurs Beehive Responsible Workforce 17 With skills shortage emerging as a

Responsible

Workforce

17

With skills shortage emerging as a key challenge, organizations are building a strong promise around learning and development initiatives to both potential and existing employees

Organizations are luring talent by appealing to talented aspiring entrepreneurs, especially when millennials are likely to drive and impact organizational growth in future

Organizations are moving away from traditional engagement approaches and focusing on employee well being; at the same time the focus on ‘Corporate Social Responsibility’ as an integral

and focusing on employee well being; at the same time the focus on ‘Corporate Social Responsibility’

Success Story

Effectively Harness Social Media and Enhance Organization’s Brand in Job Market

Media and Enhance Organization’s Brand in Job Market About the Organization InMobi, a mobile advertising and

About the Organization

InMobi, a mobile advertising and discovery platform, enables over 100 billion discovery sessions on mobile across a billion users every month, becoming the largest discovery platform in the world

Objective

The objective was to effectively harness social media and create a sustainable model to enhance the organization’s brand in the job market

Approach

Retract from any engagements with recruiting agencies

Leveraged employees on social media to become the organization’s

ambassadors

Started drawing in more referrals, moved from cash to experience based

referral rewards

Long term approach to employer branding that would let people take

pride in working at InMobi

– Created a well-defined culture with a name – YaWiO.

– Invested in people development

– Encouraged people to pursue careers of choice internally

– People caring policies

– Talent branding Initiatives (startup.inmobi.com, Facebook and Twitter

career handles)

Results:

Improvements in attrition and referral rates

– Referrals rose by over 100%

– Recruitment costs reduced by 95%

Increased followership on social media

Branding programs evoked positive response from its employees

– InMobians became talent scouts, referred the finest talent, helping recruitment team close open positions at lesser turnaround time and improved quality of hire

Recognition at leading HR awards

– ‘Best Social hiring and Best Employer B r a n d i n g ’ i n t h e P e o p l e M a t t e r s TA League Awards 2015

– ‘Brand Development’ at the Asia Recruitment Awards 2016

‘Brand Development’ at the Asia Recruitment Awards 2016 18 ‘‘Our culture is our brand. InMobians take

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‘‘Our culture is our brand. InMobians take pride in speaking positively about our culture and
‘‘Our culture is our
brand. InMobians
take pride in
speaking positively
about our culture
and sharing it with
the world everyday”
- Kevin Freitas
InMobi, HR Leader
Looking Ahead Forecast of employment and budget allocation for 2016

Looking Ahead

Forecast of employment and budget allocation for 2016

Looking Ahead Forecast of employment and budget allocation for 2016

Hiring Outlook 2016

Trends Scanner

Forecast for Hiring 2016

Recruitment Budget for 2016

Scanner Forecast for Hiring 2016 Recruitment Budget for 2016 Robust Hiring Increased Wallet Share Hiring Health

RobustScanner Forecast for Hiring 2016 Recruitment Budget for 2016 Hiring Increased Wallet Share Hiring Health In

Hiring

Increasedfor Hiring 2016 Recruitment Budget for 2016 Robust Hiring Wallet Share Hiring Health In line with

Wallet Share

HiringBudget for 2016 Robust Hiring Increased Wallet Share Health In line with stabilizing macro-economic conditions,

Health

In line with stabilizing macro-economic conditions, the overall hiring outlook of India Inc. shows positive sentiment

Given the aggressive hiring strategy of organizations in the coming year, 7 out of every 10 organizations have increased their recruitment budget.

20% hiring at mid and senior levels will be for backfilling positions. Two thirds of hiring will be done at junior levels; aligned with rising job creation across industries.

levels; aligned with rising job creation across industries. 20 Positive hiring outlook Contrary to the global

20

Positive hiring outlook

Contrary to the global economic weakening, India Inc. shows spurt of positive hiring sentiment. Recruitment budgets also align with hiring numbers

79% organizations showing increased hiring projection for 2016 +7% increase in the overall hiring outlook
79%
organizations
showing increased
hiring projection for
2016
+7%
increase in the
overall hiring
outlook from
last year
67%
organizations
increasing
budgets for
recruitment

Movers and Shakers in the hiring industry

Maximum increase reported in Pharma and Healthcare and lowest increase for Engineering/Manufacturing vis-à-vis India Inc.

9% relative increase in hiring outlook for Pharma vis-à-vis India Inc. 7% relative increase in
9%
relative increase in
hiring outlook for
Pharma vis-à-vis
India Inc.
7%
relative increase in
hiring outlook for
IT/ITeS vis-à-vis
India Inc.
14%
relative decrease in
hiring outlook for
Engineering/
manufacturing
vis-à-vis
India Inc.
for Engineering/ manufacturing vis-à-vis India Inc. Hiring Outlook 2016 Trends Scanner Industry v/s India Inc.

Hiring Outlook 2016

Trends Scanner

Industry v/s India Inc. Hiring Forecast – Hiring Projections for 2016

Pharma on Rise With pharma sector expected to reach USD 14 billion by 2020, the
Pharma
on Rise
With pharma sector expected to reach USD 14 billion by 2020,
the hiring forecast for 2016 too shows upswing
Engineering /
Manufacturing
Dip
Even with ‘Make in India’ in action, the hiring outlook for the
engineering / manufacturing industry is not as high as expected;
lower than India Inc.

21

the hiring outlook for the engineering / manufacturing industry is not as high as expected; lower

Budget allocation increase

Trends Scanner

Increase in Budget Allocation for Hiring Components

Scanner Increase in Budget Allocation for Hiring Components Undeviating Focus Employee Referrals on Rise Optimise Cost
Undeviating Focus
Undeviating
Focus

EmployeeBudget Allocation for Hiring Components Undeviating Focus Referrals on Rise Optimise Cost Top 4 areas that

Referrals

on Rise

OptimiseComponents Undeviating Focus Employee Referrals on Rise Cost Top 4 areas that will see increase in

Cost

Top 4 areas that will see increase in wallet share across most companies remain the same as last year: Technology, Social media, Branding and Assessments

With the increase in wallet share for ‘Employee referral cost’; companies clearly want to align their sourcing practices with their hiring priorities. Referrals weren’t amongst top priorities until last year.

Cash outflow components witness reduction in spending viz travelling, verification and vendor.

in spending viz travelling, verification and vendor. 22 Managing an organization's largest cost Poised for

22

Managing an organization's largest cost

Poised for growth on an upward swing the recruitment budgets percolates to increased budget share across components that enable outreach and quality

39% organizations want to increase spend in social media 21% employers will increase spend in
39%
organizations
want to increase
spend in
social media
21%
employers will
increase spend in
recruitment team
cost: low
prevalence
13%
employers will
increase spend in
RPO cost

Success Story

Hiring Stakeholder Engagement Program using Technology and Talent Analytics

Engagement Program using Technology and Talent Analytics About the Organization Sapient, a global marketing and

About the Organization

Sapient, a global marketing and consulting company providing business, marketing, and technology services to clients

Objective

Sapient faced the burst in business demand, increased hiring numbers, unhappy clients (project delivery leads) due to inability to fill the needs at the pace required by the business and potential revenue loss

Approach

Sapient leveraged technology and talent analytics to foster collaboration with hiring managers

Helped business understands the need for technology and increased budget using hiring analytics

Leveraged hiring and collaboration tools like Catalyst, Box, Vox

Use

differentiated

interviewers

rewards

and

internal

recognition

for

contributing

Interviewer skills using the STAR interviewer approach and psychometric assessment to bring in consistency in recruiting outcomes

Enable stakeholder partnership and capability building to reduce interviewer time

Results:

Reduced time to fill open positions by ~15%

40% reduction in time to deploy new hires in project teams

Increase ability to recruit Quarter over Quarter by over 15%

50% increase in interviewers participation enabled due to transparency brought in by the data based reporting

Utilization of interviewer pool increased from 50% - 75%

Utilization of interviewer pool increased from 50% - 75% 23 ‘‘‘‘ The analytics tool has enabled

23

‘‘‘‘ The analytics tool has enabled me to have a dialogue with other interviewers from
‘‘‘‘
The analytics tool has
enabled me to have a
dialogue with other
interviewers from my
project and ensuring
their availability to
support the growing
hiring demands
- Sachin Mengi
Sapient, Director (Tech)
‘‘
Hiring Practices Best Practices in Structuring, Sourcing, Assessing, and Selecting Talent

Hiring Practices

Best Practices in Structuring, Sourcing, Assessing, and Selecting Talent

Hiring Practices Best Practices in Structuring, Sourcing, Assessing, and Selecting Talent

Rise of the data masters in the TA teams

With everything remaining constant, recruiters are increasingly building in house capability with teams that is best friend with data and technology

70% organizations structure TA team by Business 84% organizations have dedicated teams for onboarding and
70%
organizations
structure TA team
by Business
84%
organizations have
dedicated teams
for onboarding
and feedback
management
90%
organizations
outsource
‘Background
verification’ as a
process
outsource ‘Background verification’ as a process Team Structure Trends Scanner TA Team Structure Dedicated

Team Structure

Trends Scanner

TA Team Structure

Dedicated Team (By Business only)

End-to-end Hiring Needs
End-to-end
Hiring Needs

of Business

Tech EnabledTeam (By Business only) End-to-end Hiring Needs of Business Hiring Team Dedicated Focus on Campus Hiring

Hiring Team

Dedicated Focus on Campus HiringHiring Needs of Business Tech Enabled Hiring Team Structuring hiring teams by business units remains to

Tech Enabled Hiring Team Dedicated Focus on Campus Hiring Structuring hiring teams by business units remains
Tech Enabled Hiring Team Dedicated Focus on Campus Hiring Structuring hiring teams by business units remains
Tech Enabled Hiring Team Dedicated Focus on Campus Hiring Structuring hiring teams by business units remains
Tech Enabled Hiring Team Dedicated Focus on Campus Hiring Structuring hiring teams by business units remains

Structuring hiring teams by business units remains to be the norm across organizations, thereby reiterating the need of a strategic partnership between TA teams and business

Increasingly, organizations have dedicated teams that drive the technology and data based hiring agenda for the firm: Assessment, technology and talent analytics teams

Focus on campus recruitments has risen with dedicated teams working towards sourcing and managing candidates who join the firm from campus

25

has risen with dedicated teams working towards sourcing and managing candidates who join the firm from

Sourcing Channel Mix

Trends Scanner

Sourcing Channel Mix by Levels

Channel Mix Trends Scanner Sourcing Channel Mix by Levels Employee Referrals Employee referrals emerge as a
Channel Mix Trends Scanner Sourcing Channel Mix by Levels Employee Referrals Employee referrals emerge as a

EmployeeChannel Mix Trends Scanner Sourcing Channel Mix by Levels Referrals Employee referrals emerge as a key

Referrals

Employee referrals emerge as a key sourcing channel at junior and mid levels as a disproportionate number of organizations leverage this medium

number of organizations leverage this medium Transforming Recruitment Sourcing is witnessing a paradigm

Transformingnumber of organizations leverage this medium Recruitment Sourcing is witnessing a paradigm shift from

Recruitment

Sourcing is witnessing a paradigm shift from traditional channels of corporate websites to newer means of social networks and referrals

Vendor Basedwebsites to newer means of social networks and referrals Sourcing Relying on recruitment firms for talent

Sourcing

Relying on recruitment firms for talent remains to be a key sourcing channel for mid and senior levels. While social media usage has increased for sourcing, there is still a gap to beat recruitment partners for mid and senior levels.

gap to beat recruitment partners for mid and senior levels. 26 Shifting paradigms for sourcing: Who

26

Shifting paradigms for sourcing:

Who is talking ROI on sourcing?

As companies experiment with sourcing channels and newer sources become the norm, soon companies that track ROI by sourcing channels will be at the driver’s seat

64% organizations use employee referrals at mid level as a dominant sourcing channel 67% organizations
64%
organizations use
employee referrals
at mid level as a
dominant sourcing
channel
67%
organizations use
direct sourcing at
senior level:
Dominant sourcing
channel
56%
organizations use
campus hiring for
junior level
recruitment

Recruiting for cultural fit

Given the impact of hiring decisions, organizations are choosing a mix of knowledge, skills and fitment based selection tools. However, what remains to be seen is how these drives the objective of improved ‘Quality of Hire’.

53% organizations screen potential hires for culture fit across levels 24% organizations do not use
53%
organizations
screen potential
hires for culture
fit across levels
24%
organizations do
not use functional
interviews at any
level for hiring
35%
group discussions
are prevalent as
pre hiring
assessments across
levels
are prevalent as pre hiring assessments across levels Prevalence of Hiring Tools Trends Scanner Sourcing Channel

Prevalence of Hiring Tools

Trends Scanner

Sourcing Channel Prevalence by Levels

Tools Trends Scanner Sourcing Channel Prevalence by Levels Mix of Tools for Successful Hiring Determining Role
Tools Trends Scanner Sourcing Channel Prevalence by Levels Mix of Tools for Successful Hiring Determining Role

Mix of Tools for Successful HiringTools Trends Scanner Sourcing Channel Prevalence by Levels Determining Role and Culture Fitment Organizations deploy a

DeterminingPrevalence by Levels Mix of Tools for Successful Hiring Role and Culture Fitment Organizations deploy a

Role and

Culture

Fitment

Organizations deploy a mix of selection tools, viz functional interviews in conjunction with psychometric and aptitude assessments to enable a robust hiring process across levels

Increasingly, organizations are focusing on candidate's behavioral and cultural fitment, especially for hiring at mid and senior levels

27

are focusing on candidate's behavioral and cultural fitment, especially for hiring at mid and senior levels

Digitization of Hiring Tools and Activities

Trends Scanner

Mobile Enabled Recruitment Practices for Candidates

Digital Waves in Recruitment Professional networks enable recruiters to evaluate credentials at touch of a
Digital
Waves in
Recruitment
Professional networks enable recruiters to evaluate credentials at
touch of a button; innovative methods like video interviewing
have begun to replace more traditional, in-person procedures
Talent in
Digital
World
While the digital world is fueling hiring space, interviews,
application process and other activities still take place in the
traditional, physical world
Scalable
Assessments
As organizations look to increase hiring across levels and with a
focus on junior and entry levels; managing scale while
optimizing cost and quality remains a key focus. With less than
15% companies reporting tech enabled selection assessments,
the evolution is a long distance
selection assessments, the evolution is a long distance 28 Catching the mobile wave is critical for

28

Catching the mobile wave is critical for candidate experience

Recruitment landscape is evolving at rapid space, having platforms that enable and empower candidates to
Recruitment landscape is evolving at rapid space,
having platforms that enable and empower
candidates to interact with the company on-
demand is critical for a lasting impact
India Crossed
1 Bn
Mobile Subscribers
Milestone
3%
organizations
have the entire
recruitment cycle
digitized
15%
organizations
have mobile
enabled
assessments

Advent of the feedback economy

Companies are increasingly tracking feedback from key stakeholders – business and candidates alike to manage
Companies are increasingly tracking feedback from
key stakeholders – business and candidates alike to
manage the feedback loop, take corrective measures
56%
TA experts seek
feedback from
hiring managers
30%
organizations are
looking at using
tech - enabled
recruitment tools
54%
organization
invest in
manager’s
interviewing
skills
organization invest in manager’s interviewing skills Recruitment Best Practices Trends Scanner Best Practices

Recruitment Best Practices

Trends Scanner

Best Practices used During Recruitment

Trends Scanner Best Practices used During Recruitment Best Practices Quotient Feedback Driven Economy Managerial
Best Practices Quotient
Best Practices Quotient

FeedbackPractices used During Recruitment Best Practices Quotient Driven Economy Managerial Capability Building Nearly, 50%

Driven

Economy

Managerial

CapabilityBest Practices Quotient Feedback Driven Economy Managerial Building Nearly, 50% organizations reach out to candidates

Building

Nearly, 50% organizations reach out to candidates as well as hiring managers for feedback on the recruitment process indicating the rise of a feedback driven economy

TA experts are increasingly investing in building interviewing skills of hiring managers to drive consistency in the process and enable better talent selection to deliver on the agenda of ‘Quality of Hire’

29

drive consistency in the process and enable better talent selection to deliver on the agenda of
Hiring Metrics Critical Metrics Tracked as per Prevalence, and Industry Benchmarks 30

Hiring Metrics

Critical Metrics Tracked as per Prevalence, and Industry Benchmarks

Hiring Metrics Critical Metrics Tracked as per Prevalence, and Industry Benchmarks 30

30

Hiring Metrics Critical Metrics Tracked as per Prevalence, and Industry Benchmarks 30

Metrics to Track Recruiting Team’s Effectiveness

Trends Scanner

Metrics to Track Recruiting Team’s Effectiveness

n e r Metrics to Track Recruiting Team’s Effectiveness Prolonged Time of Hire In the tight
n e r Metrics to Track Recruiting Team’s Effectiveness Prolonged Time of Hire In the tight
Prolonged Time of Hire
Prolonged
Time of Hire

In the tight labor market, organizations are using efficiency metrics (time to hire and time to offer) as most prevalent efficiency metrics to measure hiring team effectiveness

Hard toefficiency metrics to measure hiring team effectiveness Retain Talent Measuring Quality of Hire Early turnover can

Retain Talent

Measuring Quality of Hireto measure hiring team effectiveness Hard to Retain Talent Early turnover can drastically affect an organization's

Early turnover can drastically affect an organization's bottom line. 3 out of every 10 organizations are establishing measures to track early attrition.

Prevalence

of

measuring

quality

of

hire

via

feedback

from

managers,

employee

engagement

scores

of

new

joiners,

performance rating and competency assessment is on the rise

performance rating and competency assessment is on the rise 31 Evaluating recruitment efforts A company is

31

Evaluating recruitment efforts

A company is only as good as its talent, so having a recruitment team who can master this balance is fundamental for success. Measuring it’s effectiveness is critical in order to assess and improve the recruitment process.

55% Track time to fill: most prevalent metric 37% Track ‘time to offer’ across levels
55%
Track time to fill:
most prevalent
metric
37%
Track ‘time to
offer’ across
levels
14%
track candidate
satisfaction score

The variegated yardstick for Cost per Hire

While organizations continue to optimize ‘Cost per hire’, there is increasing need to arrive at a singular stack up for components of this metric.

Prevalence of Cost per Hire components

Trends Scanner

Prevalence of Cost per Hire components

70% organizations report ‘Vendor’ as a key component in ‘Cost per Hire’ 28% organizations report
70%
organizations
report ‘Vendor’ as
a key component
in ‘Cost per Hire’
28%
organizations
report ‘Branding
and Marketing’ as
a key component
in ‘Cost per
Hire’
55%
organizations
report ‘Referral
cost’ as a key
component in
'Cost per Hire'
cost’ as a key component in 'Cost per Hire' Vendor Background Employee Recruitment Talent HR
Vendor Background Employee Recruitment Talent HR Branding & RPO Verification referral cost team cost
Vendor
Background
Employee
Recruitment
Talent
HR
Branding &
RPO
Verification
referral cost
team cost
assessment/
Technology/
Marketing
selection tools
Platforms

MarketingTechnology/ Marketing selection tools Platforms Branding and External v/s Internal Sourcing Channels 32 Low

Branding and

External v/s Internal Sourcing ChannelsMarketing selection tools Platforms Marketing Branding and 32 Low prevalence of branding on ‘Cost per Hire’

32

Low prevalence of branding on ‘Cost per Hire’ is indicative of recruitment practices where the wallet share is for platforms that enable branding as an outcome: moving away from traditional means of a dedicated cost component for branding

There is a constant struggle to maintain a healthy balance of dependence on external and internal agents for sourcing. Vendors and referrals have similar prevalence as a key component of Cost per Hire by levels.

internal agents for sourcing. Vendors and referrals have similar prevalence as a key component of Cost

Decoding Quality of Hire

Trends Scanner

Components of Quality of Hire

Quality of Hire Trends Scanner Components of Quality of Hire Manager Feedback on new joiners Performance

Manager Feedback on new joinersQuality of Hire Trends Scanner Components of Quality of Hire Performance Rating Engagement score for new

Performance Ratingof Quality of Hire Manager Feedback on new joiners Engagement score for new joiners Early Attnition

Engagement score for new joinersof Hire Manager Feedback on new joiners Performance Rating Early Attnition Competency Assessments Feedback Loop Mix

Early Attnitionjoiners Performance Rating Engagement score for new joiners Competency Assessments Feedback Loop Mix of Performance

Competency AssessmentsRating Engagement score for new joiners Early Attnition Feedback Loop Mix of Performance Measures Engagement as

Feedbackscore for new joiners Early Attnition Competency Assessments Loop Mix of Performance Measures Engagement as a

Loop

Mix ofjoiners Early Attnition Competency Assessments Feedback Loop Performance Measures Engagement as a Lag Indicator Inputs

Performance

Measures

Engagement as a Lag IndicatorAssessments Feedback Loop Mix of Performance Measures Inputs from hiring manager remains to be a critical

Inputs from hiring manager remains to be a critical metric to track and define quality of hire in organizations across industries

Organizations are considering multiple metrics that could be usefully applied to help create a fuller picture of an individual’s performance at work

Organizations are increasingly measuring engagement scores for new joiners to track the quality of hire and understand the impact of the company on the individual’s engagement and vice-verse

the company on the individual’s engagement and vice-verse 33 Quality of hire positively impacts business Measuring

33

Quality of hire positively impacts business

Measuring the quality of hire is the most strategic action organization can take in to understand the effectiveness of its recruitment process and its impact one’s business

30% organizations track early attrition: most prevalent metric for ‘Quality of Hire’ 20% organizations track
30%
organizations
track early
attrition: most
prevalent metric
for ‘Quality of
Hire’
20%
organizations
track manager
feedback for early
joiners to
measure ‘Quality
of Hire’
18%
track performance
rating of new
joiners for ‘Quality
of Hire’

Recruitment Period

Trends Scanner

Average Time to Fill an Open Position

Period Trends Scanner Average Time to Fill an Open Position 15 days 45 days 1 Month

15 days

Trends Scanner Average Time to Fill an Open Position 15 days 45 days 1 Month 2

45 days

Average Time to Fill an Open Position 15 days 45 days 1 Month 2 Months 3

1 Month

Time to Fill an Open Position 15 days 45 days 1 Month 2 Months 3 Months

2 Months

to Fill an Open Position 15 days 45 days 1 Month 2 Months 3 Months More

3 Months

an Open Position 15 days 45 days 1 Month 2 Months 3 Months More than 3

More than 3 Months

Average Time to Offer

2 Months 3 Months More than 3 Months Average Time to Offer 100%   100%  

100%

100%   100%
100%   100%
 

100%

100%   100%
100%   100%
100%   100%
100%   100%
 
 
 
 
 
 

80%

     

80%

   
80%       80%    

60%

   

60%

60%     60%
60%     60%
    80%     60%     60% 40% 40%   20%   20%  
    80%     60%     60% 40% 40%   20%   20%  
    80%     60%     60% 40% 40%   20%   20%  
    80%     60%     60% 40% 40%   20%   20%  
    80%     60%     60% 40% 40%   20%   20%  
    80%     60%     60% 40% 40%   20%   20%  
    80%     60%     60% 40% 40%   20%   20%  

40%

40% 40%  
40% 40%  

40%

 
40% 40%  

20%

20%   20%  
20%   20%  
 
20%   20%  

20%

20%   20%  
 
 
   
 

0%

0%   0%  
0%   0%  
0%   0%  
 

0%

 

Junior Level

Offer to Join

Mid Level

Senior Level

Junior Level

Mid Level

Average Retention Duration

Senior Level

Level Mid Level Average Retention Duration Senior Level 100%       100%   80% 80%

100%

     

100%

100%       100%  
100%       100%  
 

80%

80%

80% 80%
 
 
 
 
 
 
 

60%

   

60%

 
60%     60%  
 
     
     
 
     
 

40%

40%   40%  
40%   40%  
 
40%   40%  

40%

 
40%   40%  
 

20%

20% 20%
20% 20%
20% 20%
20% 20%
20% 20%

20%

20% 20%
20% 20%

0%

0% 0%
0% 0%
0% 0%

0%

0% 0%
0% 0%

Junior Level

Mid Level

Senior Level

40%     20% 20% 0% 0% Junior Level Mid Level Senior Level 34 Junior Level

34

Junior Level

Mid Level

Senior Level

40%     20% 20% 0% 0% Junior Level Mid Level Senior Level 34 Junior Level

Success Story

Recruitment Reengineering: Interest Based Candidates and Hiring

Reengineering: Interest Based Candidates and Hiring About the Organization CapitalVia is a renowned financial

About the Organization

CapitalVia is a renowned financial market research and consulting organization. It is a pure play research firm which provides live trading recommendations in Equities, Commodities & Forex markets based on high quality technical research to its clients

Objective

The opportunity costs from a vacant position was going up and the vacancies at middle management had a cascading impact throughout the organization. Also, being based out of Indore, a tier II city, CapitalVia were facing difficulty in attracting top talent. The objective was to hire interest based candidates and reduce two crucial costs: recruitment and hiring costs, and opportunity cost of vacant position because of attrition.

Approach

CapitalVia identified the existing employees to be the best people to resolve this problem through their social media presence

They analyzed tools like Glassdoor, LinkedIn and other social handles and encouraged employees to share their testimonial, reviews and openings through their social media handles which attracted their peers to apply

The approach was based on the principle that employee referrals are very cost effective as well as sustaining

The model was tested as a pilot run and delivered 360 degree ROI

The basic of model remained the same i.e., ‘Recognition: Refer and Reward’, for effective pull hiring

Results:

10% reduction in cost per recruitment

20%

reduction

in

Onboarding Cycle

TAT

of

Vacancy

to

A significant drop of 3 percentage points in the attrition rate in a quarter thereby reducing opportunity cost of vacant position

Increased

and

monthly

revenue

by

40%

improved client retention

and monthly revenue by 40% improved client retention 35 ‘‘ Interest based hiring executed by our

35

‘‘ Interest based hiring executed by our own and existing employees have significantly reduced cost
‘‘
Interest based hiring
executed by our own
and existing employees
have significantly
reduced cost of hiring,
TAT and attrition
- Gaurav Garg
CapitalVia, Head - HCM
‘‘
Annexure 36

Annexure

Annexure 36

36

Annexure 36

Glossary

Employee Groups

Top Executive/Senior Management: Senior management plays a key role in both short-term and long-term decision- making of a major functional area or business unit, direct, or coordinate activities within two or more major departments, establish policy and have a major impact on the achievement of the business unit or function goal

Middle Management: Middle management is experienced managers, who manage the activities of one major department and set up standard procedure and policy or lead projects or programs which have broad effect on overall policy and achievement of organization-wide objectives

Junior Level: Provide day-to-day management of a team, has knowledge of a specialized field of technical or administrative function and resolve problems of some difficulty, could be supervising a team or individual contributor or be an entry level professional

or individual contributor or be an entry level professional Hiring Metrics • Cost per Hire: The

Hiring Metrics

Cost per Hire: The total cost incurred to hire an employee in the organization. The cost is inclusive of the entire hiring cycle starting at talent sourcing to the onboarding of the candidate

Speed of Hire: The time taken to fill up a position to offer the position to the selected candidate the organization from the day of its vacancy being created

Quality of Hire: The quality of hiring candidate being measured by scores of competency assessments, manager’s feedback on performance, performance rating of new joinee, engagement scores and early attrition

Offer to Join Percentage: Number of candidates who join the organization as a percentage of the number of people who are extended an offer for a particular position

37

who join the organization as a percentage of the number of people who are extended an

About Selection and Assessment

Aon Hewitt has been a world leader in the design and implementation of reliable and valid assessments for over 30 years. Our global staff of Industrial-Organizational Psychologists partner with clients to implement Selection & Assessment Solutions, covering virtually all industries and job categories. We offer the broadest portfolio of innovative, scientifically proven assessments for talent acquisition and development. Our tests are taken by over 12 million candidates annually across all organizational levels and our solutions range from simple off-the-shelf selection tools through to fully customized assessment frameworks that objectively measure the competencies, skills, abilities and personal characteristics that predict job performance, behavior and retention.

For more information on Selection an Assessment solutions, please visit www.aonhewitt.com/india/selectionandassessment

please visit www.aonhewitt.com/india/selectionandassessment About Aon Hewitt Aon Hewitt empowers organizations and

About Aon Hewitt

Aon Hewitt empowers organizations and individuals to secure

a better future through innovative talent, retirement and

health solutions. We advise, design and execute a wide range of solutions that enable clients to cultivate talent to drive

organizational and personal performance and growth, navigate retirement risk while providing new levels of financial security, and redefine health solutions for greater choice, affordability and wellness. Aon Hewitt is the global leader in human resource solutions, with over 30,000 professionals in 90 countries serving more than 20,000 clients worldwide. In India we partner with organizations across industries; multinationals, Indian companies and government bodies. We have strong client impact stories from our work with Family Owned Enterprises

in India.

For more information on Aon Hewitt in India, please visit www.aonhewitt.com/india

38

Family Owned Enterprises in India. For more information on Aon Hewitt in India, please visit www.aonhewitt.com/india

About Aon

Aon plc (NYSE:AON) is the leading global provider of risk management, insurance and reinsurance brokerage, and human resources solutions and outsourcing services. Through its more than 66,000 colleagues worldwide, Aon unites to empower results for clients in over 120 countries via innovative and effective risk and people solutions and through industry-leading global resources and technical expertise. Aon has been named repeatedly as the world’s best broker, best insurance intermediary, best reinsurance intermediary, best captives manager, and best employee benefits consulting firm by multiple industry sources.

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About People Matters

People Matters is a leading knowledge and media platform in the Human Resources space. We strive to create an HR community of practice and excellence that fosters amalgamation of new ideas between HR managers, HR service providers and CXOs, leading to the growth of HR as a business critical function. People Matters’ print, online, digital and events platforms provide thousands of HR stakeholders with information, best practices, trends and industry news. In a short span of 6 years, it has emerged as India’s single point of reference for knowledge in the HR industry. As HR steps up to its new role as business partner and becomes indispensable to business, our vision is to become an indispensable source of knowledge, information and inspiration for the community.

39

business, our vision is to become an indispensable source of knowledge, information and inspiration for the

Contact Us

Research Architects:

Nitin Sethi

Partner and CCO Aon Hewitt, India

Shivanker Singh

Senior Consultant Selection and Assessment Aon Hewitt, India shivanker.singh@aonhewitt.com

Arpita Chakraborty

Consultant Selection and Assessment Aon Hewitt, India arpita.chakraborty@aonhewitt.com

Aon Hewitt, India arpita.chakraborty@aonhewitt.com Research Team: Pritish Gandhi Consultant Aon Hewitt

Research Team:

Pritish Gandhi

Consultant Aon Hewitt Knowledge Center Aon Hewitt, India pritish.gandhi@aonhewitt.com

Pooja Chitkara

Associate Consultant Aon Hewitt Knowledge Center Aon Hewitt, India pooja.chitkara@aonhewitt.com

40

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Ester Martinez

CEO and Editor-in-Chief People Matters, India

Nishanth M V

Assistant Manager Marketing & Communications People Matters, India nishanth@peoplematters.in

India Nishanth M V Assistant Manager Marketing & Communications People Matters, India nishanth@peoplematters.in

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The information contained herein and the statements expressed are of a general nature and are not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information and use sources we consider reliable, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.