October 26, 2016
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The Talent Acquisition Industry is constantly evolving and as Talent Acquisitionists we’re come across concepts like Competency Mapping (CM) & Succession Planning (SP) but what does it mean and how can it help at an organisational level? Are common questions that come up and getting a clear perspective when there’s so much information flowing around isn’t easy to resolve.
Well if you’ve been following us @SourcingAdda then your fortunate to learn that this aspect crossed our mind and we conducted our popular WhatsApp Wednesday’s Discussion on this same topic, “Competency Mapping (CM) & Succession Planning (SP)” due to our Pune Group members suggestion i.e. Kavitha and Shweta. And here’s what we learnt…
The discussion above clearly outlines the meaning and the differences between the two i.e. Competency Mapping (CM) & Succession Planning (SP), how they are implemented by organisations, the processes involved and highlights guidelines that you should follow.
Like most discussions go; you’ve got a lot of information to process and so many different perspectives shared deciding which is most effect for you isn’t easy. Hence we’ve outlined the key aspects that were discussed to help you formulate a plan irrespective of whether you a newbie or familiar with the concepts. So here’s the key pointers to note down and assist you in formulating your own plan that works for you…
Meaning of Competency Mapping & Succession Planning
- Competencies are skills, behaviour and performance standards that turn what of an expectation into the how, we can use this to define organization culture.
- Competencies are expressed as behaviours that drive performance. They can be for either minimally expected levels or superior performance.
- Competencies are the precise language to achieve that
- Competency Mapping is a skill matched by individuals that formulate process whereby the KRAs, abilities & skills needed are put in place by the business & HR leaders to be followed by Employees thus leading towards meeting your organizational goals.
- Succession Planning identifies leadership potential and grooms those individuals for taking up more advanced and complex roles but with adequate coaching, mentoring and other OD initiatives.
Differing Succession Planning
- Company’s succession planning focusses on high potential individuals or everyone from the moment they are on-board
Advantages of differing Succession Planning
- When focus is on high potential individuals you channel more resources and coaching towards employees with the greatest promise
Disadvantages of differing Succession Planning
- When focus is on high potential individuals you overlook great people, alienate and frustrate the rest of the employees impacting morale and turnover.
- Managers often seek people who are like them for mentoring and promotion which often leads to a plethora of white men leading organizations.
Guidelines for appropriately implementing differing Succession Planning
For Companies wanting diversity in their leadership
Application or Effects
- The succession planning initiative should include steps that actively promote women and minorities for leadership opportunities, and train managers on how to encourage diversity on their teams.
- You can build a great talent development plan but without active support from leadership, it won’t have the desired impact.
- HR leaders can’t force executives to support their efforts but they can align talent management efforts with strategic plans and educate executives and managers about the business value of succession planning efforts.
- In the event of the unavailability of Internal Talent then organisations seek Talent from the market
How does Succession Planning help in hands on Recruitment / Sourcing?
- With a clean and clear thought process; the process to pre-screen the candidates while sourcing broadens up the horizons automatically.
Skills to acquire
- Recruiters must know the fundamentals and target such companies that have equal cultures or from better cultured companies which are again only beneficial for the organisation.
- At times Recruiters need to let the Hiring Managers know about specific candidates that they know who seem the perfect fit as these individuals can be beneficial for the team and organisational front.
- Individual Recruiter’s should equip themselves with the necessary Selling & Marketing Skills that come in to play.
How to identify what Talent your Hiring Managers want?
- In Succession Planning; the process where the CM & profiling is followed the hiring managers are clear on whom they want and do not want.
- They will be specific about certain high positives that a candidate should carry aside from their technical skills / experience.
- This helps Recruiters to directly pitch in the right candidates in the very beginning
- Clarity in what your Hiring Managers want highlights the culture of the organisation which is being put in place or is in place.
How to select Talent for Critical Business Positions?
- When selecting Talent to fill Critical Business Positions be sure to run the Succession Planning, Competency Mapping and Profiling aspects.
How does Succession Planning & Competency Mapping function?
- The internal employees are given the first preference who can take up such responsibilities.
- Selected employees are always first identified by mapping their skills and abilities
- Selected individuals are then trained to handle complex business critical positions and responsibilities thus the Competency Mapping comes in to play.
- Identifying the Employees competencies can contribute to an improved organizational performance
- It helps in the alignment of all functions like selection, T&D, PMS, Career path and most important Succession Planning.
- Know what is required from the next role and find out where the person is presently is a great way to go about Succession Planning.
- Competency mapping require one to first understand what competencies are available under the roof and then build the entire system.
Well this gives you a clear layout to the aspects discussed so if you’ve read this far then you’ve found this information very useful as the aspects discussed deal with how things function on a practical basis. This is a rare opportunity that you’re missing out on since you’re not part of these enlightening discussions. Therefore be sure to follow us @SourcingAdda and join us in these discussions.
October 19, 2016
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International Recruitment has always been a part of the Talent Acquisition Industry so I’m sure that most of us will be familiar with the process especially since we’ve gone through it at some point of time. When it comes to US Staffing or UK Staffing we’ve encountered that as well while going up the Career Ladder. But what are we supposed to do when we’re doing Asian hiring i.e. seeking Talent to fill China position and are looking for Shanghai Talent?
Staying on the topic at hand we @SourcingAdda decided to conduct our popular Wednesday’s discussion on, “Need for Functional Guidance for International Recruitment” as suggested by our Gujarat Group member Dimple. And here’s what we’ve discovered…
The discussion above clearly highlights all the information one might need if they plan to branch out into International Markets. The important aspects to remember are the challenges you’re sure to face, what aspects you need to bear in mind such as knowing how the process functions, the charges, the tools to utilise, your approach and most important know your Clients and what are their expectations. Too much to take in then we’ve simplified it, right down to the key take a ways, so here they are…
- Sourcing for Talent to fill International positions is difficult without the necessary tools and skills at your disposal and if you’re a first timer
- Sourcing for China, Malaysia & Indonesia is difficult when local job posting and job portals are a bit costly
How does the International positions to be filled function?
- UK agency rates are pretty high
- Each country has different norms
Fees or Charges
- Agencies specialising in technical recruitment cost around 18% to start with
- Consultants work on retainer basis and fees start with a min of 18 – 20 percent
- Anz – 18-20%
- China/HK – 25% standard.
- US/Canada – 15%-20%
- Middle East – 15%-20%
- Internationally markets pay 25-30℅ fees
Tools & Portals to utilise
- Use portals like my space, career builder, the ladders, Indeed is for all countries, Simply hired, linkup,
- For gulf hiring use Naukri gulf, bayt, gulf talents, indeed
- For UK hiring use REED
- For tech profiles use Monster
- Identify your target candidates and industry and choose which portals to use accordingly
- There’s a demand for recruiters with specialization or niche hiring skills
Know your Clients
- Companies across the world are cost conscious and ensure that the local talent isn’t deprived.
- Need to give them people they cannot find themselves
- Requiring a good enough justification about the relocation & the premium being paid.
- Have in-depth candidates & client relationships and expect top notch talent
- Market Mastery is the focus so that both clients & candidates depend on the specialist
- Clients are clear about what they want i.e. the best in the preferred field with a willingness to hire Talent from India, Malaysia, Taiwan or China if required.
- The requirement being a preference for local language skills & culture fit
- It’s about setting expectations on both sides & much more complicated than mere keywords search or downloading from portals
Since you’ve read up till here did you find this information enlightening? If yes, then why be a reader instead join us and add to your knowledge by following us @SourcingAdda to receive real time updates and be an active participant. I’m sure you’ve got something more to add so do leave your views in the comments section.
October 12, 2016
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Sourcing for Talent to fill high profiles is usually done with Executive Search Sourcing. A process similar to the Head-Hunting technique; wherein candidates are sourced & screened based on some criteria. Executive Search Sourcing is generally done by Executive Search firms that specialise in it.
We are all quite familiar with Executive Search Sourcing but what about those of us who are novices to Executive Search Sourcing? Considering this aspect as well we @SourcingAdda decided to host our popular Wednesday’s discussions on this particular topic on two aspects namely,
- Different methods & tools for Executive Search Sourcing
- The difference between Executive and Non-Executive Search Sourcing
As suggested by our members Ankush from the Pune Group and Achyut from the Hyderabad Group. And here’s what we’ve come across…
If you’ve read this far then I’m sure you’ve found what you’re looking for and you’d like some more clarity on what has been discussed. Hence, here are some key take a ways about Executive Search Sourcing on aspects that need to be considered that you ought to know as a novice…
- Sourcing for High Profile Talent needs strategic and indebt understanding
- Informing messages such as “Out of office” goes a long way when dealing with High Profile Talent Hunt.
- Good etiquette in communication skills simplifies the task as it enables you to better understand the Candidate relationship.
- A generic approach of CV downloads and calling is an incorrect approach
- It involves having new ideas and strategies to Source Talent and requires one to be strong in relationship building.
- It’s not just Sourcing & Processing Profiles but beyond Excel Data hence you learn niche skills
- Need to have some level of understanding and develop professional etiquette as well as communication skills when interacting with Senior Folks.
- When Sourcing for IT & Non-IT Talent it is difficult to network as most of these people don’t have an active presence on Social media
- Speak to a lot of junior candidates to understand the below mentioned aspects –
- Identify the organisation structure
- Get the name of the person/s they report to
- Find out the team size and structure, regional scope etc.
- Once you have a name than get their contact details via board-line calling or telephone sourcing
- Referrals still top the charts when Sourcing for Talent
- Networking is essential to compliment the task of Sourcing Top Talent
- Organisation mapping is another method and fast growing in Sourcing for Talent
- A tool like officialboard.com helps in providing an organisational structure
- A Scarcity of Experts leads to Companies relying on Vendors (Specialists) to fulfil Positions
Difference between Executive and Non – Execuitive Search Sourcing
- Networking helps in building trust for Senior Level openings with Executive search in contrast to Non – Executive search
Well this brings the interesting and informative discussion to and end with lots of take a ways to help you meet your Talent Sourcing needs whether you are new to this concept or simply looking for more information about it. I trust you find the information useful and to your satisfaction.
If you’d like to learn more about it; then be sure to follow us @SourcingAdda to gain real time updates to our upcoming events and activities.
October 5, 2016
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There has been a long standing debate about Talent Acquisition and Recruitment and the relation between the two. Based on this development it’s obvious that we’d like to know more about it hence the question what is the difference between Talent Acquisition and Recruitment?
Luckily one of the members of the popular Wednesday’s discussion addressed this very topic, “Difference between Talent Acquisition and Recruitment” upon the suggestion of Swarnim from the Pune WhatsApp Group @SourcingAdda. We received an out pour of responses and here’s what we discovered…
We’ll if you’ve read this far then I’m sure you’ve found what you’re looking for and are now looking for clarity about what you’ve read so far. Therefore we’ve decided to highlight the key take a ways of what was discussed. So here they are…
Talent Acquisition, Recruitment, Human Resource & Personnel Management share the commonality of simply being repackaging to match up to the current Global Business environment standard.
Difference between Talent Acquisition and Recruitment
- Talent Acquisition means acquiring Talent
- Talent acquisition is more strategic and aligned to businesses and an outside in approach
- Talent Acquisition is more to do with domain and increased control
- Talent Acquisition is recruiting to retain and be a brand ambassador for the company
- Talent Acquisition is strategic planning, identifying, and sourcing at high level for futuristic hiring plans in collaboration with the Business.
- Talent Acquisition is attracting, engaging and on – boarding the right talent for the right roles and the real Talent advisor.
- Talent Acquisition is on – going strategy to find specialist, leader or future executive for the company.
- Talent Acquisition is the umbrella with more focus on skill matrix such as preparing database analysis of the exact recruitment market.
- Talent Acquisition is about effectively utilising Candidate and their skills to fill similar positions in future when required.
- Talent Acquisition is a mix of Art and Science which is about measurement of the two.
- Talent Acquisition is an on – going process which includes communication of value proposition, employer branding and on – going relationship with creating chains of Talent.
- Recruitment is more of a transactional and operational with an inside out approach
- Recruitment is gathering and shortlisting Candidate résumés and hiring for any position
- Recruitment is a vital function which directly affects businesses
- Recruitment is Sourcing to on – boarding
- Recruitment is filling in short term requirements/vacancies speedily based on BU timelines
- Recruitment is one function of Talent acquisition and is entirely a tactical event with more focus on the current scenario.
- Recruitment is the Implementation of strategies of acquiring talent which is more linear in process.
To some up Talent Acquisition, Recruitment, Human Resource & Personnel Management all different terms share the commonality of repackaging to meet the changes to the Global Business environment standard. Talent Acquisition means acquiring Talent and is more to do with a Business’ growth and is related to these aspects while Recruitment is one function / part of / a subset of Talent Acquisition as a whole.
If you’d like to be part of these discussions then be sure to follow us @SourcingAdda to get real time updates to our upcoming event and activities. If you’ve got some points to add then do leave them in the comments section.