Recruting at entry level & also laterally
Identifying where can you find sufficient number – and right kind - of employees you need to meet your needs of organic and inorganic growth.
- Linking business plans with manpower needs
- Entry level specifications to match available pools
- Creating a value proposition for potential recruits
- Unusual sources : temporaries, interns, people in “second careers”
- Identifying where to find “Target Employees”
- Accessing them and communicating the value proposition
- Testing, Selecting and appointing them
Readiness for the intended role
Identifying capability gaps - knowledge, behavior, competencies – and planning to round off these gaps and create the necessary bandwidth.
- Inputs for determining gaps
- Performance Management System : individual / collective
- Business Heads to identify ext shifts : Industry / competition
- Internal assessment : where are we weak ?
- What should be our future organization
- Internal data : on competencies, 360 degree feedback system
- Trigger / Occasions
- Induction : "topping up" exercise
- Correction of performance / person
- Before / After Promotion : new role, new outlook, new skills
- Refresher and Update : rejuvenate established executives
- Preparing for Job Rotation - going into a new function
- Preparation for being a "lister" : in the "Leadership Pipeline"
- Preparing for EOL (End of Life) : Retirement, unwanted roles
- Major changes external to the organization
- System : Design and execute OD action plan
Maintaining Organizational Readiness
Estimating attrition and taking proactive and corrective action so that sufficient number – and right kind - of employees are available to meet the needs of organic / inorganic growth.
- Creating the right value propositions - for various employee groups - through a combination of tangible factors like compensation and facilities and intangibles like climate, motivation, collaboration, vision etc.
- Succession Planning for key positions
- Retaining Tacit knowledge / relationships from outgoing employees
- Stemming mid-career departure of future leaders
- Creating organizational paradigm shift from “Let HR hire from outside” to “Let us build from within”
